The Big Project

AUGUST 2011

PLUS

Abu Dhabi’s new rules nationalisation & HR special formwork trends from the top

Jahra Road and qatar’s ibb tower in pictures

THE Big players The inside track on the region’s biggest projects, including exclusive interviews with Adrian Smith, Tony Douglas, David Barwell, Joachim Schares, Laurie Voyer and Sudhir Jambhekar

DesigneD to perform unDer the toughest conDitions.

Just like our hyDraulic oils – shell tellus.

DesigneD to meet challenges

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August

Contents

24

REGULARS Editor’s letter 4

14 News analysis

News bulletin 7

The GCC’s Nationalisation strategies under the spotlight

On site 24 VSL on their International Islamic Bank tower project, Qatar

Cement and concrete 29

34

The next generation products being introduced to the industry

46

Market Explorer 46 The latest news on developments in Dammam, Saudi Arabia

Trends 51 Three leading formwork suppliers talk business, development and demand

Career ladder 66

51

FEATURES

ABB’s new country manager and CEO in Qatar

Tenders 69

20 Comment: Al Tamimi Associates Zoe Thompson and Georges Daoud explain the new contracting and engineering rules in Abu Dhabi

34 The big players Exclusive interviews with the firms behind the region’s biggest projects

42 Special feature: HR legal, recruitment and training perspectives from three diverse sources

49 Project update The development of Kuwait’s highway mega-project Jahara Road

64 Supplier hotseat Tremco Illbruck on the new name, new products and European advantage

Diary 73 Your shout 74

www.thebigprojectme.com | 3

EDITOR’S COMMENT

Publisher Dominic De Sousa Chief operations officer Nadeem Hood Associate publisher Liam Williams liam@cpidubai.com TEL: +971 (0)4 440 9158

“Beyond belief” T his month marks one year since I arrived in Dubai. As I prepared to leave the UK I heard stories of a desert ghost town, practically bankrupt and with little to look forward to. It wasn’t until the transfer from airport to hotel that I realised the post-crash Emirate still packed quite a punch.

Across the region recovery has been steady. Who would have thought, just under three years ago, that the Middle East’s first World Cup would be awarded to Qatar? That the Burj Khalifa would steal the title of the world’s tallest structure (along with a string of other accolades); and that a shipping and industrial zone so huge it will see the UAE become one of the strongest trading nations in the world, would be built in Abu Dhabi?

The achievements are phenomenal and that is exactly what The Big Project is celebrating this month.

Our “big players” special includes interviews with Burj Khalifa architect Adrian Smith; Joachim Schares of Qatar stadia project managers Albert Speer and Partners; David Barwell from AECOM; Habtoor Leighton Group’s Laurie Voyer; Kizad’s Tony Douglas, and FX FOWLE senior part-

Director business development Alex Bendiouis alex@cpidubai.com TEL: +971 (0)4 440 9154 GSM: +971 (0)50 458 9204

ner Sudhir Jambhekar.

Each spoke about the importance of their respective developments for continued recovery and gave first-hand accounts of their experiences on some of the biggest projects known to man.

Continuing the theme of ‘the people behind the projects’, we also bring an in-depth look at the GCC’s controversial nationalisation targets and speak with legal and recruitment specialists about the most pressing HR issues affecting companies today.

Italian marble manufacturers — and suppliers to Abu Dhabi’s Grand Mosque and Dubai’s Versace Residence — Fantini Mosaici, talk about the UN assisted training programme giving young craftsmen (and women) in Pakistan a chance to work on the Middle East’s record breakers. Also, formwork experts discuss emerging trends in their sector.

Next month The Big Project looks at the technology driving the industry, including in depth analysis of the record-breaking retrofit project, which has transformed the Taipei 101 and a specialist analysis of BIM applications.

Until then, whereever you are, Ramadan Mubarak.

Melanie Mingas Editor

Editor Melanie Mingas melanie@cpidubai.com TEL: +971 (0)4 440 9117 GSM: +971 (0)56 758 7834 Assistant editor Christine Fashugba Christine@cpidubai.com TEL: +971 (0)4 440 9116 GSM: +971 (0)55 105 3772 Business development manager Rhiannon Downie rhiannon@cpidubai.com TEL: +971 (0)4 440 9152 GSM: +971 (0)50 554 0116 Business development manager Nayab Rafiq nayab@cpidubai.com TEL: +971 (0)4 440 9153 GSM: +971 (0)55 542 6032 Designer/Photographer Marlou Delaben Photographer Cris Mejorada Webmasters Troy Maagma Jerus King Bation Erik Briones Printed by Printwell Printing Press LLC Published by

Head Office PO Box 13700 Dubai, UAE Tel: +971 (0)4 440 9100 Fax: +971 (0)4 447 2409 Web: www.thebigprojectme.com © Copyright 2011 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.

4 | www.thebigprojectme.com

Bahrain busts budgets Tiny Kingdom named region’s most expensive for construction Bahrain is the most expensive country to build in across the Middle East and ranks in the top twenty places globally, according to the annual International Construction Cost Report by built asset consultancy, EC Harris.

According to the survey, which benchmarks the cost of building in each country against the UK, the price of construction in Bahrain is the same as in the UK, and 6% greater than in Qatar, the closest Middle East neighbour on the list.

Qatar finished in 15th position overall with construction costs more expensive than larger nations including the US, Russia and China.

“With the 2022 FIFA World Cup now confirmed, Qatar could soon emerge as the most expensive place for construction in the Middle East particularly if there is any misalignment between supply and demand in the short to medium term,” said Nick Smith, regional head

ABOVE: Nick Smith EC Harris.

Construction costs

Kizad reports 78% of phase one complete

of cost and commercial management in the Middle East.

“This is likely to be a slow burning process though as whilst ambitious programmes of work are being discussed, it will take a while before construction work actually begins.”

The UAE completed the top three of the most expensive countries in the Middle East in which to build, with construction costs deemed to be 9% cheaper than in Bahrain and 3% lower than in neighbouring Qatar.

Oman finished in fourth place overall when ranked against other countries in the region, and just made it in to the top twenty list with construction costs that were 11% below the baselines figures set by Bahrain and the UK. Saudi Arabia emerged as the cheapest country in the Middle East when it comes to construction, finishing 17 places below Oman and in 37th place overall.

The figures revealed it was almost half as expensive to build in Saudi Arabia as in Bahrain, whilst the Kingdom was 37% and 34% cheaper when compared to Qatar and the United Arab Emirates.

“The Saudi market has traditionally been the most competitive market for contractors, resulting in lower overhead and profit allocations than in the UAE or other GCC countries.

Furthermore, the abundance of available raw materials and steel factories also play a significant role in keeping construction costs lower, with the price of key commodities like steel and concrete typically 10% lower than elsewhere across the region,” Smith added.

ADPC’s topping out ceremony

Announcement made by ADPC last month Phase one of Kizad (Khalifa Industrial Zone Abu Dhabi) and the adjacent Khalifa Port development are now 78% complete, according to Abu Dhabi Ports Company (ADPC).

Khalifa Port is due to begin opening Q4 2012, following the completion of infrastructure work in the 51 sq kms first phase (area A) of Kizad. The US$7.2 billion project is the flagship of ADPC and the new port will have capacity for 2 million containers and 12 million tons of general cargo.

The milestone, which was reached following progress towards the completion of Khalifa Port phase one at Taweelah, has been marked with a topping out ceremony of the Terminal Operations building.

The structure is situated on the new port island, located at the western end of the first stage of the container terminal.

Providing 5,200 sq metres of floor space for port operations and administration, it is also the tallest at over 33 metres.

The building will house the main operations centre on the 4th floor, and in addition to a state-of-the-art vessel, crane and yard operations centre, it also includes reception areas, first aid facilities, large open plan offices, a data centre, kitchens, hospitality areas and modern conference facilities.

Master developer and regulator ADPC’s core objective is to facilitate the diversification of Abu Dhabi’s economy by acting as an

enabler for development and trade.

Created in 2006, ADPC is currently focused on creating one of the world’s largest concentrations of industry at Kizad.

A full interview with Tony Douglas is featured in The Big Players on page 36.

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NEWS | REGIONAL NEWS

NEWS BULLETIN

NEWS | REGIONAL NEWS

20 miles Length of the red Sea bridge which could link Saudi Arabia and Egypt

Qatar official guilty of corruption Highest official to be convicted on corruption in 107 years Mohamed bin Hammam has been banned from football “for life” following corruption hearings in Qatar.

Hammam, a Qatari national and also president of the Asian Football Confederation (AFC), was found guilty of bribery allegations in his campaign to unseat Sepp Blatter as head of FIFA’s governing body in an election held on June 1.

He had been accused of trying to buy votes in the FIFA presidential election with $40,000 cash gifts to Caribbean football officials made in May this year, to back his candidacy to take over as FIFA president, over Sepp Blatter.

The verdict was delivered by FIFA’s ethics committee and confirmed by deputy chairman Petrus Damaseb.

Bin Hammam, who had been suspended since 29th May, is the most senior FIFA official convicted of corruption in the body’s 107 year history.

Hammam’s former AFC colleague Peter Valappan, has publically called him “the architect of bribery and corruption”.

At the time of going to print, there was still no response to the ruling on Bin Hammam’s website, www.mohamedbinhammam.com, although an earlier pledge to increase the transparency of FIFA — made in May 2011, ahead of the presidential election of June 1 — remains on the site.

He was quoted by BBC news in March as saying future bidding processes must be more transparent so the public “can see exactly what is happening”.

Two months ago, British newspaper The Sunday Times alleged Issa Hayatou and Jacques Anouma were both paid $1.5 million in return for voting in favour of the Gulf state hosting the games.

A statement released by the Bid Committee at the time, read: “The aim of the bid committee has always been to show that the Middle East is a realistic option for staging the World Cup and it has worked extremely hard to bring the tournament to the Middle East for the first time.

“To have this achievement tarnished by completely unsubstantiated and false allegations, and for those allegations to be propounded by the parliament of the United Kingdom, is something we find distressing, insulting and incomprehensible.”

Multi-billion dollar plan for Iraq Ministry of oil signs deal with Refinery of Karbala Iraq’s ministry of oil has signed an implementation agreement with Refinery of Karbala Corporation Ltd (RKC), to build a new plant with a 200,000 barrel capacity per day of crude oil.

The plant will also produce high quality, high octane gasoline — both regular and premium — as well as diesel fuel for the domestic market.

8 | www.thebigprojectme.com

Bin Hammam tweets....

Despite the ruling, Bin Hammam has continued to declare his innocence on the internet I will x render my resignation as AFC President & Asia’s FIFA member as far as legal proceedings are continuing.

Whatever information I can provide to the media to ease their duty, I would be happy to do so voluntarily in due course.

Drg the hearing, I made my bank account statements available to Ethics Com & gave them the right to look for info.

I have nothing to hide and I hope FIFA will not use confidentiality as an excuse.

My lawyers ... requested ... transcript [to be] made available to media by FIFA so you can judge the evidence & testimony for yourself.

We are confident of the strength of our case and invite FIFA to make available now to the media a full transcript of these proceedings. “...FIFA Ethics Committee has apparently based its decision upon so called “circumstantial” evidence...”

“Karbala Refinery will be located 100km south of Baghdad on a 6 square kilometre plot of land, and will be the most advanced state of the art refinery with almost full conversion rate and with an estimated cost of US$ 6.5 billion,” said Dean Michael, CEO of Karbala Refinery Corporation.

Using some of the most advanced technology in the country it will meet newly enforced strict local laws restricting corporate impact on refining and the environment.

RKC has committed to commence production in 48 months from the final contract date. With the entrance in production of the Refinery of Karbala the Ministry of Oil will be able to largely supply the domestic market with better quality gasoline and diesel products.

Processing and technical aspects will be provided by Italian company Saipem.

$915

billion

GCC construction projects expected to be undertaken over the next two years, with Saudi Arabia and the UAE accounting for more than 75%

Danube homes in on Qatari market Materials supplier opens first Qatar showroom Danube, the regional building materials supplier, opened its first store in Qatar in collaboration with Dyarco on July 12; it is the chain’s 29th store in total.

The specialist B2B outlet covers 100,000 square feet and features a showroom and warehouse, selling “key products” for Qatar’s construction boom, such as wood, steel, sanitary hardware, ceiling, plywood and structural steel.

“Today’s opening demonstrates our long standing commitment towards opening key facilities across strategic locations in the Middle East. We are excited to have opened our first retail unit in Qatar as the country is expected to experience a large influx of projects in preparation for 2022,” said Rizwan Sajan, Danube founder and chairman.

“We are eyeing to participate in this expected increased number of projects, which complements our goal to expand our client base in Qatar, during this period of important development and growth.

Rest assured that we will continue to live up to our reputation as a key provider of world class high quality building materials to major projects in the region.”

The US$13.5 million showroom was inaugurated by H.E. Sheikh Mohammed Bin Faisal Bin Qassim Al Thani, Vice-Chairman, Al Faisal Holding and H.E. Ebrahim A.H. Al Neama, chairman, Dyarco, in the presence of Danube officials led by Rizwan Sajan, Anis Sajan, managing director and director Adel Sajan.

“The opening could not have been at a better time as the country is currently witnessing an increase in major construction projects,” said H.E. Sheikh Mohammed Bin Faisal Bin Qassim Al Thani, vice-chairman, Al Faisal Holding.

“These projects largely demand a supplier who can provide them with top quality building materials, something that the Danube Building Materials retail units are widely known for. We wish them success and welcome them as an integral part in the country’s move to prepare for the FIFA World Cup games in 2022.”

Turn to page 22 for an exclusive interview with Danube chairman Rizwan Sajan.

Etihad Towers handover due this year Announcement from Sheikh Suroor Projects department states the community is on track Promoted as a “new bench mark in luxury living” Sheikh Suroor Projects Department (SSPD) has announced it is on track to hand over Abu Dhabi’s five tower development Etihad Towers, this year.

Designed by Australian architects DBI Design, the five towers, ranging from 54 to 75 floors, rise over 300 metres high offering panoramic views of the city and Arabian Sea. Located beachside in the Al Ras Al Akhdar district of Abu Dhabi, near the Emirate’s Corniche, Etihad Towers is a fully integrated luxurious neighbourhood offering an unparalleled live, shop and dine, work and stay experience.

“Abu Dhabi has established its credentials as a truly global city, and today, witnesses an unprecedented developmental momentum,” said project director Sami Al Khuwaiter.

“The rising prominence of the city as a regional thought leader and business hub has been complemented by the arrival of global professionals, who demand the best in lifestyle choices,” he continued.

A total of 885 apartments and penthouses, ranging from one to five bedrooms, are now available for lease. Each residential tower has a dedicated gymnasium, sauna, landscaped gardens and decked pool area. Residents will have access to an extensive choice of stylish cafes, restaurants, two levels of the most desirable boutique shops, health clubs and roundthe-clock concierge service.

The towers also comprise 45,000 sq metres of leasable office space over 54 floors; designer boutiques; a five star hotel with 382 elegant rooms and suites, 199 luxurious serviced apartments; a number of restaurants and its own private beach.

“The five-tower development is a prestigious initiative by SSPD which has a sterling reputation for developing worldclass projects,” Khuwaiter added.

The opening of Danube’s Qatar outlet.

www.thebigprojectme.com | 9

NEWS | REGIONAL NEWS

$300

billion

Value in Saudi Riyals of pledged housing projects currently “in the pipeline”

Gaia Awards 2011 nominations open Fourth ceremony has new format Nominations have opened for the Gaia Awards 2011, a ceremony which recognises innovations in the green building industry.

Now in its fourth year, the annual awards is held during The Big 5 Dubai in November and honours the construction projects that

have “truly integrated the concept of green”.

Supported by The Big Project’s sister title BGreen, 2011 nominations are open to exhibitors and non-exhibitors alike, whose products are distributed within the Middle East.

Short-listed participants will be announced in November by email and winners will be announced during an awards ceremony on the evening of November 21; attended by the industry’s key buyers and green advocates.

There are no categories, just one gold winner followed by two silver and four bronze awards. A panel of expert judges will carefully select those winners who will be expected to demonstrate an exceptional and unique product that has successfully been integrated into the built environment.

The deadline for entries is September 26.

ABOVE: GAIA Awards.

Competition to mark first design festival FoID to run alongside INDEX The Association of Professional Interior Designers (APID) has launched a product design competition for its inaugural Festival of Interior Design (FoID).

Entries are open to individuals, groups and design based firms and cover three interior categories; innovative interior finish, interior furniture and accessories. Judges will shortlist based on form, function and innovation.

“APID is encouraging members of the local design community to put their thinking caps on, get their creative juices flowing and start coming up with a winning design concept for the first FoID product design competition,” said Farida Kamber Al Awadhi, President, APID. “The competition will allow us to tap into a cross section of designers, firms and groups and showcase their talent to the rest of the

10 | www.thebigprojectme.com

ABOVE: Farida Kamber Al Awadhi, president, APID.

region. Winners will not only have the opportunity to have their design auctioned off but will also receive extensive exposure in design publications, the APID and FoID web portals and on social sites including Facebook and Twitter. The competition reflects APID’s aim of giving local designers the chance to demonstrate their talent and their vision alongside

Cement setback “Precautionary measures” to safeguard projects Saudi Arabia has embarked on a programme to restrict exports of cement to ensure supply for domestic projects.

Huge housing projects in Riyadh and Jeddah, which form part of King Adbullah’s social package for affordable housing, in addition to the Haram Mosque and Jabal Omar projects in Makkah, have increased pressure on local manufacturers, in turn sparking the export restrictions.

In an interview with Gulf News undersecretary at the ministry Saleh Al Khaleel, said there would be a number of terms and conditions for producers to adhere to. The aim is to create stability in the local market.

“First of all, we have to ensure its adequate supply and stock in the domestic market at a price of 200 Saudi riyals [Dh195.88] per tonne and 10 riyal per bag. If any company fulfils these conditions, then the ministry will allow it to export the surplus quantity,” he is quoted as saying.

Early last month NCB Capital, the Kingdom’s largest investment bank, reported the sector was at its strongest since 2007 with an 8% YoY increase in sales during Q1 2011. internationally renowned design masters,” she added.

The top ten entries will be announced on September 15 2011, with all qualifying entrants then required to make a life-size model for the second round of judging on October 16. Once narrowed down to four categories, guests at a FoID gala dinner will vote for the overall winner.

“We are looking forward to the entries for the competition, which will allow us a peek at the creativity and design skills of the region’s emerging designers. Winners will not only be awarded with one year free membership to APID but will also gain the opportunity of meeting new contacts and fellow designers, allowing them more opportunities to hone and develop their skills and talents. Rest assured, APID will continue to live up to its commitment of being an association that best represents the interests of interior design professionals in the Middle East region,” concluded Farida Al Awadhi.

Head of the New Doha Port steering committee, Abdul Aziz Al Naimi, has said nine companies submitted bids for the project’s second tender last month.

The QR19bn port, located at the North Misaed Industrial Area, immediately south of Wakra, will process 6 million containers per year upon completion. “The committee has started issuing technical documents for the second main tender for the port. The companies qualified for the first phase of the tender have been invited to receive the documents for the second phase,� he said in a press conference last month.

The second contract will be signed in November 2011. In January it was announced that China Harbour Engineering Company had secured a US $880m contract to construct the port foundations and breakwater.

The completed project will be operational from 2014, according to officials.

Qatar already has three ports: Doha, Ras

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NEWS XXXXXXXX ANALYSIS | XXXXXXXXXX | NATIONALISATION

Under the spotlight: GCC nationalisation targets GCC governments have stated a renewed collective commitment to increase nationalisation programmes; The Big Project finds out how realistic the plans are and how it could affect the regional job market

I

n June 2011, the Saudi Labour Ministry announced a new nationalisation programme to tackle rising unemployment levels in the Kingdom.

The Nitaqat Programme will regulate the private sector companies failing to meet a blanket 30% Saudization quota.

A triple-tier rating system, Nitaqat will grade companies red, yellow or green, depending on the ratio of nationals to non-nationals employed.

Companies failing to comply will face penalties including a six year cap on the visas they can grant to expatriate workers.

“We’re battling against this at the moment from a western expat point of view,” says MacDonald and Co director of recruitment, Ben Waddilove.

“The headlines at the time were ‘six year cap on visas’ which caused a bit of a stir. But when you look into it in a bit more detail, companies just have the chance to up the amount of Saudis working there,” he explains, observing that confidence in the regional job market, particularly from those looking to re-locate to the GCC, was shaken by the reports.

Under Nitaqat, organisations with the highest levels of Saudization are rated in the green (excellent) tier, receiving benefits such as privileges in visa requests and operations for nonnationals. Yet, according to the Labour Ministry, almost 40% of private sector organisations will be categorised yellow or red, giving them until September 10 2011 to comply or face restrictions.

A report by Al Masah Capital Ltd, claims these companies could be “forced out of business” for failing to meet the deadline.

Saudi Arabia isn’t alone in its aggressive nationalisation policies: In Kuwait, it is expected the government will impose a cap of six years on un-skilled labourers; eight on semiskilled workers without families; ten years on semi-skilled workers with families; and 12 years on its skilled workers.

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Topical again

The common consensus appears to be that the resurgence of nationalisation programmes is directly linked to the recent, and in some

countries ongoing, political unrest.

Since protests erupted in Tunisia in December 2010, GCC governments have been attempting to meet the demands of a

Qatar’s Sheikh Al Thani’s donation of real estate shares to the country’s poor, prevented the onset of trouble in some Gulf states, but did not truly solve any of the issues, which sparked the initial political crisis.

While unrest was driven by a number of factors — including corruption, poverty, and inflation — soaring unemployment rates, particularly among the region’s millions of young people, is considered to be the most significant.

According to Masah Capital’s report: “Fixing regional unemployment is the single most important issue facing the decision makers; one that will determine the future arc of growth, progress, human development and prosperity.”

“Over the last three to five months — since the troubles happened — all the GCC countries have had a big drive to try and get locals into work and avoid further unrest. Not just government but private sector also,” Waddilove says, further adding that the high-quality overseas education provided for nationals creates an ambition to “get involved” with their home countries; beyond the public sector.

Yet he continues to explain that nationalisation is neither the single nor greatest issue currently affecting the local employment market.

The political situation, which in turn has seen many projects in the affected countries put on

8.4million Saudi Arabia’s expatriate population

hold, has affected confidence, and combined with what he terms an “ongoing economic hangover”, created a shift in demand for certain skills and roles.

“We’re seeing more roles in asset management and managing the projects that are now being finished; roles that will deliver what has been started. Additionally there are more roles in facilities and property management, and also infrastructure, due to projects such as the new oil pipe between Abu Dhabi and Fujairah,” Waddilove states.

Further evidence of the trend is reported by IQPC, which will hold its Nationalisation Conference in Qatar for the first time this year.

“We are actually running the seventh edition of this conference in Qatar, for the first time — purely due to the demand we are experiencing for guidance and forums to discuss such policies in both Qatar and Saudi Arabia,” says conference director Shameema Parveen.

“Previously, the issues professionals wanted to hear about were retention and talent development; which have been ongoing challenges. Now it’s more about recruiting talented nationals across the region,” she adds.

Organic growth

ABOVE: Ben Waddilove.

“We’re battling restless public, with varying degrees of both subtlety and success.

Social welfare packages, such as the US $35b handout from King Abdullah and

against this at the moment from a western expat point of view”

While GCC countries are making a concerted effort to create employment and economic stability by diversifying their economies away from oil, population growth rates still outstrip employment opportunities, meaning legislation such as nationalisation programmes are necessary to ensure steady economic progress.

According to the World Bank, nearly 100 million new jobs would need to be created in the MENA region by 2020 to solve unemployment levels; 3.3m in the GCC alone.

Quality higher education, delivered either within the GCC or overseas, means the new generation will posses the necessary skills to fill the jobs, however, this does not guarantee interest in the sectors which require skilled workers.

Furthermore, skills do no translate to experience.

“By definition, because of the young age of the GCC countries, you won’t find somebody with 25 years of development experience to see

www.thebigprojectme.com | 15

NEWS ANALYSIS | NATIONALISATION

“Fixing regional unemployment is the single most important issue facing the decision makers, one that will determine the future arc of growth, progress, human development and prosperity”

NEWS XXXXXXXX ANALYSIS | XXXXXXXXXX | NATIONALISATION

25.9%

28%

93%

youth unemployment in Saudi Arabia

Average youth unemployment across the GCC

Proportion of Kuwaiti nationals employed in the public sector

“By definition, because of the young age of the GCC countries, you won’t find somebody with 25 years of development experience to see projects through”

projects through,” comments Waddilove.

“In the UAE, a large proportion of the potential workforce would have worked in family businesses, before moving to the Engineer’s Office around the year 2000, and then on to work for the government-owned developers such as Emaar, Nakheel and Limitless. At best, that’s around 10 years’ experience,” he adds.

Returning to the issue of education, further concerns are created by graduates of high profile, multi-million dollar institutions then unable to find work, such as Mohammed Bouazizi, the Tunisian graduate whose self-immolation triggered the Arab Spring.

Yet the responsibility for creating the jobs and then appointing GCC nationals to the roles, appears to lie solely with the private sector.

While a number of GCC countries rank highly in the World Bank’s Ease of Doing Business Index — based on dealing with construction permits, establishing operations, obtaining credit and trading across borders, among other factors — there could still be a strong enough attraction for the private companies to move to the region and create the jobs so desperately needed.

But with more demanding favourable working hours and different standards of pay, the less ambitious nationals will not find the private sector as attractive as the public.

Further issues are raised due to the ratio of national to expatriate workers in the private sector regarding community support, particularly in a culturally diverse workforce, to ensure high levels of retention.

16 | www.thebigprojectme.com

Heightened stakes

While the stringency of policies varies, so too does the success; for example Qatar’s population is 87% expatriate, yet unemployment is currently the region’s lowest at a mere 0.5% (see graph).

Some suggested solutions for GCC governments to support their nationalisation targets, as proposed in the Masah Capital report, include nurturing a culture of entrepreneurship; encouraging private sector investment; continuing the improvement of education; and diversification.

The overriding effect of all these factors is

that job competition — between nationals and expatriates — will only increase, more so because of the repatriation of workers to “safer” GCC countries from trouble spots such as Libya and Egypt.

“For someone who for example is a property professional in the west looking to move to work in the Middle East, they will have to be top quality people.

“It’s not out of the question that anybody can come and work here so long as there is a suitable role for them, and we will still definitely need western expertise here, but because people have been made redundant over the last few years or have been repatriated to Dubai because of the North Africa projects on hold there are more people around in the region now and it’s naturally more competitive,” Waddilove concludes.

dBDroP

Safety is “

Our Responsibility”

Comment | Al Tamimi

Engineering Change Zoe Thompson and Georges Daoud, associates at leading law firm Al Tamimi & Company, look at the new rules for contracting companies and engineering consultancies in Abu Dhabi and what is required to comply with them

2

010 brought about significant changes for contractors and consulting engineers in Abu Dhabi with the introduction of new regulations relating to the classification of contractors and engineering consulting offices.

The Regulations

The relevant changes to the legal regime for Contractors and Consultants arise from the Regulation No. (2) of 2009 Concerning Contractor Classification in the Emirate of Abu Dhabi and its associated instructions under Administrative Resolution No. (56) of 2010 Concerning Instructions for Contractor Classification and Regulation No.1 of 2009 Concerning Engineering Consulting Office Classification in the Emirate of Abu Dhabi and

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“Classification is required regardless of whether a Contractor or Consultant is operating as a branch of a foreign company, or is a locally incorporated limited liability company�

Administrative Resolution No. (58) 2010 concerning instructions on Engineering Consultancy Offices Classification.

Each set of regulations and resolutions implements separate regimes for Contractors and Consultants.

Whilst the two regimes are broadly similar in their framework, the requirements for classification and certain minimum thresholds

required to operate on projects of differing sizes, are specific to each regime depending on various components of the applicant’s business.

The effect of the Regulations

Classification is mandatory for all Contractors and Consultants and will be required in order for them to carry on business in Abu Dhabi.

Under the regulations, existing Contractors and

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Comment | Al Tamimi

“All Contractors and Consultants in Abu Dhabi will need to be aware of the new classification regime and determine what level of classification will be required ” the details and values of the past projects, its financial standing and its health, safety and quality certifications and the level of insurance cover it holds.

Each level of classification requires proof of compliance with particular thresholds for each criteria.

Classification Process

Consultants will have until the end of 2012 to obtain classification and new businesses will have one year from the date of issue of their commercial licence to comply.

Classification is required regardless of whether a Contractor or Consultant is operating as a branch of a foreign company, or is a locally incorporated limited liability company.

While obtaining a commercial licence for a new business is the first step towards operating as a Consultant or Contractor in Abu Dhabi and is necessary to enable the business to hire staff or sign up for utilities connections etc., a new Consultant or Contractor will not be able to execute or engage in any projects until it has completed the classification process.

Existing Contractors and Consultants who are already operating will generally be permitted to complete projects that have already commenced, but should obtain classification before they commence any new projects. However, in some cases a non-objection certificate may be obtained from the Consultant’s/Contractor’s department at the DED to permit work on new projects while the application for classification is being processed.

Obtaining classification allows Contractors or Consultants to tender for and work on

construction and engineering projects in Abu Dhabi. The value of the project will determine the requirements that the Contractor or Consultant must fulfil in order to obtain the requisite classification.

The Classification Procedure

Contractors or Consultants can apply for classification for one or more specialisations within various fields specified in the regulations. The Contractor or Consultant may then apply for and be awarded classification at certain specific graded levels.

The level of classification will determine the range of value of projects that the Contractor or Consultant will be permitted to engage in.

As classification may be requested for one or more specialties, a Contractor or Consultant may obtain different levels of classification for its different specialisations.

The Contractor or Consultant will be eligible for classification at particular levels depending on certain criteria relating to its business, for example the number, academic qualifications and relevant professional experience of its technical and accounting staff, the legal form of the business, its ownership and the technical qualifications of its proprietors,

In order to obtain classification under the Regulations, the business must submit an application to the Consultant’s/Contractor’s department within the DED in Abu Dhabi along with all the documents relating to its business and evidencing its past experience, its staff qualifications and experience, financial standing and its health and safety and insurance records.

The process of gathering the documentation to obtain classification may take several weeks.

Once an application is approved, it will be recorded in the DED register and the Contractor or Consultant will be issued with a certificate of classification valid for two years.

Summary

All Contractors and Consultants in Abu Dhabi will need to be aware of the new classification regime and determine what level of classification will be required for them to be involved in forthcoming or anticipated projects.

The requirements to be satisfied in order for classification to be obtained are relatively demanding and the timeframe during which both new companies and branch operations (as well as those already operating in Abu Dhabi) have to ensure they are fully compliant with the Regulations and obtain classification is quite tight.

However, it is arguable that the requirements of the new classification regime are proportionate given the importance and desirability of contractors and engineers being properly regulated and supervised, ensuring due compliance with health, safety and environmental standards in Abu Dhabi as well as ensuring the quality and safety of infrastructure and building projects for developers, investors, commercial occupiers and residents alike.

www.thebigprojectme.com | 21

TALK | RIZWAN SAJAN LEFT: One of Danube’s stores in Saudi Arabia.

Material world From a single store in Deira, Dubai, Danube Building Materials has grown from a B2B supplier to a materials giant, covering the entire GCC and India. Chairman Rizwan Sajan shares his supplier tips with The Big Project

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think businesses should take calculated risks and learn to be more aggressive,” says Rizwan Sajan, chairman of supply chain Danube.

Last year the company reported annual turnover of AED 1.25billion, with a growth rate of 25%; the target for the coming years is to achieve the same growth rate and revenues of US $1b by 2015 — at the latest.

“Thinking that there is currently a financial downturn and that opportunities are low will not help,” Sajan advises.

“You should learn to be more aggressive and always be on the lookout for opportunities, regardless of being big or small,” he continues, while commenting that there is no time like the present to invest and expand, rather than save for a “sunny day” that may never come.

Sajan credits new markets and diversification strategies as Danube’s key growth drivers,

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ABOVE: Danbube chairman, Rizwan Sajan.

“Diversification has helped us to diversify our risks. Low volumes in some territories were compensated with the strong sales in others”

identifying retail as a “potentially huge” market to expand into.

“When we were in the B2B segment, we were only catering to business buyers and export customers, but we saw the potential in the retail market and knew it was huge and untapped.

“The market always wanted a place where they could get the whole gamut of products for home interiors, home makeover and building materials at one place. So we created a new segment for that and I think that paid off.”

Today, Danube has retail facilities in malls across the GCC and India, in addition to a number of stand alone outlets in Dubai, Abu Dhabi, Fujairah, Ras Al Khaimah, Saudi Arabia, Oman and Bahrain.

Expansion plans — which are expected to put Danube on track to reach its $1b revenue mark ahead of 2015 — include further plans for Saudi Arabia and Qatar, and new showrooms in Mushrif Mall, Abu Dhabi and Ahmadabad, India, specifically positioning the chain for major projects planned in each location.

Downturn/upturn

When the first store opened in Deira in 1993, the plan was simple; establish a strong business and use all available resources to help it grow.

With only limited means, Sajan relied on a

Growth trajectory

Today, the 25,000 products supplied in Danube’s stores are sourced from the likes of Italian sanitary suppliers Fiore; American aluminium cladding Alubond; Spanish

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network of contacts to provide the infrastructure necessary to take on the big contracts.

“During the first few months, we felt growth coming in at a slow pace,” Sajan recalls.

“The business strategy was to be very aggressive, proactive and to chase the opportunity, rather than just waiting for it to come.

“I used to attend back to back meetings and work long hours with the purpose of grabbing as much business as I could. As a result, we were able to tie up with the right brands and associate ourselves with the right banks to support Danube’s business objective,” he adds.

So when the down turn hit, it was these early principles that allowed the business to weather a financial storm.

“Clear focus, determination and hard work—these are the factors that have helped drive success for Danube. We know our goals and we are determined to achieve it. It’s a collective effort, we work as a team in trying to reach our goals,” asserts Sajan, attributing the brand’s continued success to the “unwavering focus” given to its objectives, in addition to strategic planning and the ability of Danube’s workforce to deliver results.

“Diversification in business has helped us to diversify our risks. Low volumes in some territories were compensated with the strong sales in others like Abu Dhabi, Saudi Arabia, Bahrain and Oman,” he adds.

Observing the impact of price fluctuations, Sajan says careful procurement strategies protected the business from the affects of the supply/demand ratio, experienced when companies bought products in bulk at favourable prices, but were then unable to sell them on.

“It affected the bottom line of all business in the building materials industry.

“Companies were hugely compromising on profit margins to liquidate the heavy stocks they had acquired during the peak period. The decrease in demand has also caused strict competition in the pricing of building material products. The transportation and shipping cost also went up, which again had affects on the profit margins of the business. The delayed payments from customers were yet another burden on the companies in this industry,” he recalls.

XXXXXXXX TALK | RIZWAN | XXXXXXXXXX SAJAN

“It definitely feels good when your hard work is recognised and a prestigious award like MRM is everyone’s dream”

RIGHT: H.H. Sheikh Al Maktoum presents Sajan with the MRM Business award.

ABOVE: The opening of the Dalma Mall Showroom.

Parquet flooring specialists Faus; and other worldwide brands such Gyproc, Duropal, Chemetal and 3M. In recognition of the strength of the business, Sajan last year received the Dubai Quality Appreciation Award, The Mohammad Bin Rashid Al Maktoum Business Award (MRM) and the Businessman of the Year Award.

But that’s not to say that if Sajan could do it all again, he would do things the same.

“It definitely feels good when your hard work is recognised and a prestigious award like MRM is everyone’s dream.

“It is but natural to make errors and what you learn from these mistakes allows you to apply them as lessons in your future decision making. A good leader should lead from the front and set benchmarks for others to follow.

Fortunately, I am blessed with a team of great professionals within our group,” he continues.

With a working day that regularly spans from 9.30am to later than 8pm, Sajan repeats the importance of a strong team and good communication with to store in Danube’s network.

“By the time I walk into the office, my secretary would have prepared a fixed schedule of back to back meetings followed by a meeting

with my core team to discuss further plans, operational issues, new opportunities and other issues that need to be immediately addressed,” he explains.

“I normally visit one of my showrooms every week to understand their growth, plans, issues and other concerns,” adding that the back to back schedule keeps him “young and energised”, he concludes: “I love meeting people as it gives me more insight to doing business better.”

Danube projects The Burj Al Arab Emirates Palace Hotel Royal Palaces Hotel Park Hyatt Hotel, Sadyaat Island Bridgeway Hotel, Abu Dhabi

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SITE VISIT | VSL LEFT: VSL’s post-tensioning slabs have been used on a number of projects.

ABOVE: Raising the arches; the company also worked on Qatar’s stadia.

Bringing in reinforcements Post-tensioning specialists VSL continue work on the International Islamic Bank tower; Christine Fashugba investigates

“In terms of the new sub-system we’ve developed the advantages are that it’s a new compact system and it’s a more efficient system in terms of pre-stressing and cycle times” 24 | www.thebigprojectme.com

A

fter being awarded a sub-contract

by HBK to carry out the design, supply and installation of the post-tensioned slabs in the International Islamic Bank (IIB) tower, Qatar, post-tensioning specialist VSL has now completed 36 of the building’s 44 floors.

With responsibility of the slabs material supply, equipment provision, design

and detailing, VSL expects to finish the project situated in West Bay, Doha, Qatar,

by September this year.

Deputy general manager Stephen Burke has high hopes for the structure, which is expected to be used for both commercial and residential purposes.

“The IIB is going to be a very iconic headquarters for the bank as it is located

SITE VISIT | VSL in a very prestigious part of Doha and will certainly hold its own among the other high rises in West Bay,” he says.

The IIB tower’s floor slab edges flow, and are contoured with no corners or sharp edges, which Burke considers to be a real design credit to the architects. The slabs are a two way post-tensioned arrangement with a central core and perimeter columns rising throughout the structure’s storeys.

VSL complies with national and international standards approved in every country where the use of post-tensioning requires official certification. The company’s technology is based on the post-tensioning process during which the prestress is permanently introduced into the structure after the concrete has hardened.

The technique, which is achieved by the stressing of suitably arranged, high-strength pre-stressing tendons generates favourable stress conditions in the structure, enabling efficient use of building materials while controlling deformations under service conditions.

Among the benefits of using post-tensioning is the faster floor-to-floor construction cycle time gained in comparison

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SITE VISIT | VSL

“The major advantage of employing post-tensioning is the ability to span longer distances than the traditional reinforced concrete technology” to traditional construction methods. The early stripping of the horizontal formwork is possible once the tendons have been stressed using stateof-the-art hydraulic jacks and pumps. Once the stressing of the tendons has been completed the ducts can be injected under pressure with a cement grout, which protects the strands from corrosion and creates a monolithic slab.

With the post-tension technique being used to strengthen all the floors in the IIB tower, the project benefits from all the advantages of the construction method.

“The major advantage of employing post-tensioning is the ability to span longer distances than the traditional reinforced concrete technology. In the case of IIB tower this gives a greater rentable floor space and larger columnto-column spacing,” Burke says.

“Another major advantage is that the slab thickness can be optimised thus saving concrete, reinforcing steel and weight, which is

“An important challenge which needs to be mitigated on all posttension slab projects is the co-ordination of the MEP services. It is essential at the early design stage that the builders’ work drawings are frozen”

ABOVE: IIB, Qatar as it currently stands.

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especially important when considering the benefits with respect to the reduction of the carbon footprint on the structure,” he adds.

VSL, which uses the company’s own brand of flat slab system has also used the method to perform structural upgrades and strengthen and reinforce existing buildings using carbon fibre technology for clients who want to change a structure’s use. Burke confirms clients are increasingly requesting to change the use of buildings from hotels to offices or offices to apartments.

Michael Rosales, VSL deputy project manager, who has been working on the IIB tower says that despite the list of advantages the use of post-tensioning can bring to projects it is used on, working with the method of construction means challenges such as congestion problems on the slab where the plumbing pipes and electrical lines are located. He confirms issues can arise when plumbing works such as urinals, lavatories and drains need to be relocated.

The slab edge locations — where inserts for curtain walls are generally located — also require the post-tension anchorages and the curtain wall brackets to be well co-ordinated in order to avoid potential clashes.

“An important challenge which needs to be mitigated on all post-tension slab projects is the co-ordination of the MEP services. It is essential at the early design stage that the builders’ work drawings are frozen,” he says.

The sketches show the layout of the services which run inside the slab such as electrical conduits and also slab penetrations for pipe risers and floor drain gulleys.

“As post-tensioning slab designers we need to take care of the designated wet areas such as bathrooms and balconies which are usually depressed in the slab and lower than the finished floor level, these challenges are overcome by early co-ordination with other trades on the project,” he adds.

Due to the complexity of post-tensioning

works all labourers currently constructing the IIB tower flooring are suitably trained engineers having received VSL training to use the technique.

The training academy was first established in Bangkok in 2007 to serve the Asian region after which it expanded with a second training organisation in Dubai.

Courses the project’s supervisors and labourers have taken include introductions to the VSL post-tensioning system, post-tensioning bridge labour, post-tension building labour and strand handling and install as well as stressing operation.

In addition to ensuring the building’s high quality the training has helped ensure both the workers supervising and performing the techniques are aware of the hazards associated with the operations.

Burke confirms that although the

construction markets in Middle Eastern countries have responded to post-tensioning at various paces, VSL has used the technique on many projects in Qatar.

“The clients we have dealt with in Qatar have now realised the benefits of using posttension. For instance in Saudi Arabia they are still a little bit behind in terms of adopting post-tensioning. They are still doing a lot of reinforced concrete traditionally. We are starting to overcome that momentum now in Saudi but Qatar has adopted the technology quite quickly,” he says.

One of the first companies to employ posttensioning technology on projects in Qatar VSL has also used the method for Umm Bab Cement Silos, a cement plant including all plant structures, silos, infrastructure works like roads and cable trenches, Ras Laffan LNG tank, a giant gas field off the coast of Qatar,

Doha city Centre, the Sports Tower project and the Salwa and Immigration bridges.

VSLl — which has also established a branch office in Qatar — is currently tendering infrastructure projects in anticipation of the World Cup in 2022. Burke confirms he expects many tenders to be let after Ramadan in Doha.

“We’ve got a branch office in Qatar so we’re basically tendering new projects, not new buildings but infrastructure, and bridges in anticipation of gearing up for the world cup in 2022.

There’s a lot of tendering going on at the moment and we expect after Ramadan they’ll start to let some of these tenders,” he says.

Looking to the future Burke reports that VSL is investing heavily in research and development, a direct result of which, is the introduction of the new VSLAB – S– Series flat slab anchorages, to the market. This new range of slab anchors covers all anchorage unit sizes between one and five strands with ultimate capacity between 260 kN and 1,395 kN allowing a stepless selection of the required tendon force and spacing.

Another advantage of the new slab system is the “slap-on” principle — the installation of the anchorage after casting of the concrete, which offers benefits to contractors by separating the critical paths of concreting and posttensioning while minimising finishing works.

Other accessories include grout caps, an optional accessory which further enhances the system’s durability by providing maximum protection against aggressive environmental agents.

Burke says the new systems are in preparations to be used on projects by the end of this year and that VSL’s range of construction projects will increase, as a result.

“In terms of the new sub-system we’ve developed, the advantages are that it’s a new compact system and it’s a more efficient system in terms of pre-stressing and cycle times. So it’s designed to comply with the new European approvals.

“It has been fully tested and approved and will be launched here in the last quarter of 2011,” he reports.

“We’re still using the tried and tested conventional system because obviously with the new technology there’s lots of testing and R&D that has to be done before you can put it into the market. That’s all complete now. It’s all been signed off so we’re extending the range and it will make a far better, productive component or technology as it’s rapped,” he concludes.

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SITE VISIT | VSL

“The clients we have dealt with in Qatar have now realised the benefits of using post-tension. For instance in Saudi Arabia they are still a little bit behind in terms of adopting post-tensioning”

Concrete technology at its best…

EMIRATES BETON READY MIX L.L.C.

P.O. Box 111576, Dubai – U.A.E. Phone: +971 4 320 9204 / 05 / 06 / 07 Fax: +971 4 320 9322 Email: info@emiratesbeton.com Web: www.emiratesbeton.com

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Christine Fashugba finds out about ten existing, new and innovative concrete and cement products Agilia Force

Agilia Force is designed to flow through highly congested, heavily reinforced areas of complex framework and congested reinforcement. The cement product can be used for any type of construction and its self-compacting properties make the substance particularly suitable for jobs with areas of difficult access or complex formwork configurations.

Advantages of using Agilia Force include a reduction in labour due to the product’s ease of placement and large pour sizes which also reduce plant requirements.

With less labour there are fewer safety hazards and no vibration eliminates the problem of vibration white finger. Noise is also decreased due to traditional methods of placing and finishing concrete, which is particularly important in inner-city and builtup residential areas.

Agilia Force was used at Winson Green Prison in Birmingham, UK, and the walls were completed with a high quality surface finish despite access and security issues. The use of Agilia Force saved both time and money, allowing the project to recover two weeks thus saving £11,000 in site costs.

The product is designed with a compressive strength to suit client specification while meeting their water and cement ratio requirements. Agilia Force also maintains its fluidity for two hours on average and its compressive strength lasts 28 days.

Finished effect with concrete simulating wood.

Artevia Concrete

Artevia Concrete is a fully customisable decorative solution, which can be used for a variety of interior styles combining design and performance. The product offers a rich colour palette, textured effects and versatile design enabled by its ability to adapt to complex shapes, quick installation, low maintenance and resistance to wear and tear.

Widely used throughout the Middle Eastern region for projects such as pool decks, patios, sidewalks, driveways, livingrooms and stairways the product can also be used for hotel landscaping with exposed aggregates to produce a sophisticated flooring to match the quality of its hotel, pool surroundings or villa. Manufacturers of Artevia Concrete believe the material creates driveways, which makes a statement and

Above: Lytag Lightweight Aggregate.

”The product also maintains its fluidity for two hours on average and its compressive strength lasts 28 days”

CONCRETE & concrete XXXXXXXX| |CEMENT XXXXXXXXXX

Building Strong

complexes which stand out from its counterparts.

Although no special products are required for Artevia Concrete’s maintenance, due to the product’s highly durable surface and resistance to temperature variations, the application of a protective sealant every two to three years is recommended to enhance colour and preserve sheen.

The concrete’s extensive colour range was created to suit the vibrant style of the Middle East while providing a concrete solution of high quality finish.

Post-tensioning slabs

Thinner than conventional reinforced concrete slabs post-tension slabs lead to less excavation, little or no reinforcement and eliminate all or most of the costly joints. The product can be used on large areas in excess of 2,500m2 and decreases construction time. In addition to a competitive initial cost the slabs benefit owners

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CONCRETE | CEMENT & concrete

“With a high impact and abrasive resistance the post-tension process leads to the product’s compression, while the optimum concrete strength and surface treatment reduces wear and tear and decreases maintenance requirements” with low maintenance due to the lack of joints.

The product’s performance is “crack-free” and the initial stressing of the slabs can prevent shrinkage. With a high impact and abrasive resistance the post-tension process leads to the product’s compression while the optimum concrete strength and surface treatment reduces wear and tear and decreases maintenance requirements.

The large indoor and outdoor slabs are widely used in the construction of pavement areas where a concrete foundation is placed directly on the ground. Projects the post-tension slabs have been used for include warehouses, distribution centres, container storage

Agilia Force, a solution for complex site applications.

The inclusion of appropriately sized and transparent polymer‐based inserts in the design structure of i.light takes advantage of its transparency properties on a macroscopic scale.

Such transparency properties become apparent not only in the element’s ability to transmit natural and artificial light, but also in the human eye’s ability to reconstruct images of objects placed beyond the built structure. This product is the first of its kind.

TX Active

Ultra Durable concrete in finished structure.

terminals, rail and shipping terminals, airports and manufacturing facilities. Slabs are also used in residential purposes and recreational developments such as tennis courts and skating rinks.

The 30,000m2 joint-free slab used for Nestle Distribution Plant constructed by VSL Chile currently holds the world record.

i.light

Suez Cement, Egypt, will introduce the innovative product i.light at the Interbuild Exhibition, one of the country’s annual construction events. The substance, described by its manufacturers as a breakthrough product, is a type of cement which filters in light. The construction product is used to create panels made with a cement basis which let the light through without compromising on structural integrity.

The cement is said to appear exactly the same as normal concrete from a distance with a transparent grid that gives the effect of dozens of tiny holes in the material.

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Self-cleaning and de-polluting product TX Active is expected to lead to cleaner buildings and fresher air.

Concrete produced with TX Active work under two types of formulation; TX Arca concrete is self-cleaning and will resist most organic and inorganic pollutants that gather on the surface causing discoloration while TX Aria, which is also self-cleaning, removes significant amounts of environmental elements deemed harmful to human health.

The product works on the photocatalytic principle, an accelerator of an oxidation process that already exists in nature. The system utilises light to alter the speed of a chemical reaction.

By taking advantage of the energy of light, the principle accelerates the formation of strong oxidising reagents leading to the decomposition of the organic and inorganic pollutants which accumulate on the product.

Such build-up on the concrete surface causes discoloration. Other compounds diminished or eliminated by the use of TX Active photocatalytic cements during the self-cleaning include soot, grime, and organic particulates as well as mold, mildew, fungus and tobacco smoke and stains. Potentially, any product containing a cementitious material as its base could be manufactured with TX Active cements. Uses for the

substance include precast and architectural panels, pavements, road surfacing, sidewalks, and other types of concrete.

Sulfate-resisting Portland cement

Sulfate-resisting Portland Cement (SRC) has proved to be particularly beneficial in conditions where there is a risk of damage to the concrete from sulfate attack. The product’s use is recommended in conditions where the concrete is exposed to attack from excessive amounts of sulfates, which damage the structure in places where the concrete is in contact with the soil, ground water or exposed to seacoast or sea water.

With less than 5% quantity of tricalcium alumiante and made with raw materials such as coke, limestone, Iron Ore and Iron Scrap Sulfate-resisting Portland Cement can be used for purposes wherever Portland Pozzolana Cement, Slag Cement, and Ordinary Portland Cement are used. The product should be kept in a dry place to avoid premature hydration and carbonation which causes the quality of cement to deteriorate.

It is for this reason the use of Sulfateresisting Portland cement has increased in India where the product is manufactured in large quantities to meet the domestic demand and export to other countries.

Ultra Durable Concrete

Sustainable solution Ultra Durable Concrete incorporates a high proportion of cement replacement materials, which minimise environmental impact. Recycled aggregates can also be included in the Durable mix subject according to local availability. The product offers improved resistance to exposure and enhanced durability in comparison to conventional concrete.

CONCRETE | CEMENT & concrete

“The substance, which is manufactured through a form of bio-cementation results in physical properties similar to those of natural sandstone” A conventional block has the insulation value of R1 or R2 while the ICF system has an R value of 22.

Stressing of post-tension tendons.

Lightweight Aggregate

Also called ‘sintered, pulverised fuel ash lightweight aggregate’ Lytag LWA is made by pelletising waste material fly ash produced from electricity production in coal-fired power stations.

The aggregate, which contains a hard honeycombed structure of interconnecting, voids created by adding a controlled quantity of water in specially designed dish pelletising pans which are then heated on a sinter strand to a temperature of around 1100°C. The product’s particles are rounded in shape and range in size from 14mm down to fines; The product, which can be used for applications including heavy industrial, underwater, aggressive environments and embedding ducts or pipes, benefits its users with advantages such as improved durability, improved strength and application speed.

Ultra Durable Concrete’s minimum grade of concrete is greater than 25N/m2 and its cement type can be any combination of slag and fly ash extenders with a consistence of S3 and greater.

The product is available with all standard aggregate sizes and incorporates technical features, which enable it to minimise alkali-silica reaction, improve sulphate and chloride resistance as well as achieve higher compressive and mechanical strengths at all ages.

Sporosarcina Pasteurii

Sporosarcina Pasteurii, formerly called Bacillus Pasteurii, is the result of research to prove the method microbial induced calcite precipitation [MICP] in conjunction with local sand aggregate can be used to create a “biologically grown” building material.

The non-pathogenic, common-soil bacterium acts as a binder, similar to Portland cement within concrete and can induce the MICP production of calcite through a chemical reaction, fusing loose aggregate and forming a hardened material.

The substance, which is manufactured through a form of bio-cementation results in physical properties similar to those of natural sandstone.

Although the process takes less than a few days to complete, strength can be increased with additional time, which is achievable at a range of temperatures with a variety of aggregates.

32 | www.thebigprojectme.com

The bio-manufactured units are either achieved by utilising manual casting methods, or automating digital tooling to fabricate layered units with a programmed material composition.

The bacteria then act as nucleation sites, attracting mineral ions from the calcium chloride to the cell wall, forming calcite crystals.

Mineral growth fills the gaps between aggregate particles, bio-cementing the aggregate together.

Digital models are also designed to locate mineral templates for growth and different sizes of aggregate for structure.

Eco Green Block

Eco Green Block is a panel of polystyrene (EPS) with a length of 1.2ms, a height of 45cm and 2.5 inches thickness. This panel joins with another sheet of polystyrene with the help of the Poly Propylene (PP) connectors, which makes it a block with a hollow cavity of 15cm. The entire unit, also known as Insulated Concrete Form (ICF) can be stacked like a Lego system.

After the system, which only needs a support structure on one side, is vertically and horizontally reinforced using steel concrete is poured into the hollow cavity. The block can be adjusted if required with the help of different lengths of PP connectors.

An advantage of ICF is door and window arches can be cut after the walls are erected so when the concrete is poured they are already in shape enabling specified sizes to be made right from the beginning of the construction.

When the polystyrene product is used to create four walls and a roof it produces the airtight effect of a fridge, preserving indoor energy, sealing out air infiltration and reducing the need for air-conditioning.

A Sporosarcina Pasteurii brick

these are processed to the required grading, depending on the final use.

As Lytag is a wholly manufactured aggregate, made from a waste stream the quantity of peletised fly ash going to landfill is reduced, as well as the demand on virgin aggregate extraction.

Lytag lightweight aggregate has a Class 1 fire resistance due to the aggregate being produced by a refractory process and weighs approximately 50% less than the conventional aggregate.

In addition, the cellular structure of the aggregate particles relieves any pressures from expanding gases making the material stable at high temperatures.

The product will be exhibited this year at Middle East Concrete, International Exhibition and Conference Centre, the region’s event dedicated to the concrete industry.

David Barwell Chief executive, AECOM

Sudhir Jambhekar Senior partner FXFOWLE

Joachim Schares Partner Albert Speer and Partners

Adrian Smith Senior design partner at Smith + Gill

Tony Douglas CEO of Abu Dhabi Ports Company (ADPC)

34 | www.thebigprojectme.com

Laurie Voyer CEO and managing director, Habtoor Leighton Group

They are the companies and projects re-building the region’s construction industry; from world-class stadia, to record breaking architecture and infrastructure built for the next generation. The Big Project speaks exclusively to the industry's big players

T

he developments that have risen from the

tion to hear these stories; past, present and future.

sands over the last 50 years have not only

More than a mere countdown of who we per-

transformed the region for its people, but

ceive to be the industry’s most influential people,

have also placed it on the world stage as a beacon of

projects or companies, the next six pages weave a

innovation in the disciplines of both engineering

narrative of the Middle East's defining develop-

and design, while breaking records on the way.

ments by Smith and Gill, AECOM, Kizad, the

There were many defining moments, as the visions of the region's leaders developed into the landscape we see today.

Some of these moments were triggered by

Habtoor Leighton Group, FXFOWLE and Albert Speer and Partners.

Their projects include the World Cup stadia for 2022; the world's tallest building (both current and

regional social and political issues; some moments

possibly future); a 417 square kilometre port; hospi-

were put on hold as a worldwide economic crisis

tals, schools, universities and utilities infrastructure;

threw the industry into turmoil and threatened the

and mixed use developments, so vast they create

very future of what had been achieved. Some

new new cities within existing ones.

moments are yet to be experienced.

From the big budget record breakers to the life

This overview captures the glitz, grit and grand designs that provide the next generation of oppor-

changing basic infrastructure projects, The Big

tunity and will define the future of the Middle East

Project has tracked down the big players in construc-

for generations to come.

www.thebigprojectme.com | 35

COVER | THE BIG PLAYERS

The 4.7 million sq ft Park Gate has six mid-rise towers linked by canopies.

"They recognise the need to construct an environment that will elevate the lifestyles of the citizens, and to create work and places of work for them"

Icon under construction

Adrian Smith, senior design partner at Smith + Gill

I

t was during his work with previous company Skidmore, Owings and Merrill (SOM) that Adrian Smith designed Dubai’s record-holding supertall Burj Khalifa, but today it is his new firm Smith + Gill driving the world’s fastest growing trend.

Founded in 2006 by Smith and partners Gordon Gill and Robert Forest, AS+GG’s founding principle is “global environmental contextualism” — a design approach which incorporates building orientation, day-lighting, generation of windpower,

Smith and Gill working on a model of Masdar City.

36 | www.thebigprojectme.com

solar absorption, and a site's individual geothermal properties”.

It’s an approach AS+GG says represents “fundamental change in the design process, in which form facilitates performance”.

Recently confirmed winners of the design competition for the first of China’s planned supertalls is Wuhan Greenland Centre. Other current projects include 1 Dubai and work at Masdar City.

Earlier this year, Smith was presented with a lifetime achievement award by the Council on Tall Buildings and Urban Habitats (CTBUH).

Yet there is one project since Burj Khalifa that has truly caught the world’s imagination.

While Smith has publically revealed that he has designed an “experimental” building theoretically capable of reaching a full mile into the sky, a rumoured new recordholder to be built in Saudi Arabia is still shrouded in mystery.

Two months ago the firm was unofficially named architect for the bold plan to exceed Burj Khalifa by around 200 metres, yet officially Smith maintains it is a topic he “cannot really comment on”.

Saudi Arabia is far from new territory for the firm; SOM has ongoing projects at King Abdullah Economic City, which follows Smith’s auteur’s habit for designing landmark record breakers surrounded by their own cities.

“Saudi Arabia will continue to be a

strong place to work," Smith reports, referring to AS+GG's own activities. “I think that they recognise the need to construct an environment that will elevate the lifestyles of the citizens, and create work and places of work for them.

“I think that the progression of building is one of the ways in which they can create this,” he adds, elaborating that it is the creative challenges of projects that cause him to keep coming back to the region.

“In our competitions for projects in the Middle East there is a certain amount of freedom, but they really are asking you to do your best in a series of circumstances and you either get it done or you don’t.”

Today, globally recognised for his work, Smith warns that too much creative freedom can leave cities resembling chess boards with little connection to their local culture. He continues to reassure architects that aligning creativity with culture is the key to creating icons.

“I think one of the things about working in the Middle East is that the aspiration for quality is very high regionally. They are very interested in quality architecture and making a cultural statement architecturally,” he observes.

Continuing to predict architects’ eyes will soon be drawn to China, Smith also says there is huge potential in India, providing budget standards and architecture as a discipline are paid due attention.

Port talk

Tony Douglas, CEO of Abu Dhabi Ports Company (ADPC)

T

here’s a large red sign on the E11 road linking Abu Dhabi and Dubai; “rubine” is the official shade and “Kizad” is the word emblazoned across it.

Built on a land mass two thirds the size of Singapore and featuring a 3.2km key wall, as well as both the first and third longest bridges in the UAE (even before reaching the shore) it’s easy to see how the UAE’s anchor ports project could leave one awestruck.

Last month, the site-based team celebrated reaching 78% completion on phase one with the topping out of the operations tower — standing at 35 metres, it is known within the team as Burj Terminal Operating Building.

Despite spreading 417 square kilometres Kizad’s unique offering is not its sheer size but how that size is utilised.

Drawing an example from anchor tenant EMAL, ADPC CEO, Tony Douglas explains how the vertical cluster in which EMAL’s plant is located is configured to ensure the entire aluminium production stream is located on a single, albeit enormous, site; boosting the efficiency of production and creating economies of proximity.

Much has changed since The Big Project last caught up with Douglas almost a year ago.

Today the Khalifa Industrial Zone and Port, now known as Kizad, is welcoming investors to become part of a mega-project so big not even Douglas himself can articulate its scale.

Launching the Kizad trading brand to potential investors on November 13, 2010, with an official European launch at Hannover Messe this year, a number of “strategic alliances” have since been formed with financial institutions such as HSBC, Bank of Baroda and Citibank.

Facilitating Kizad’s entry into mature and targeted markets, Douglas says it is one of many variables on offer to tenants that forms a three dimensional matrix of possible business models and choices.

Creating a “fascinating” response from various sectors, the first dimension represents the possible business models: local or regional companies; regional businesses with international partners; or 100% foreign owned companies.

The second dimension is the capability to project manage: Whether that be self-management, assisted, or completely outsourced. The third matrix applies these degrees of sufficiency to financing options: Businesses with the capability to fully selffinance; businesses that can finance but have no such experience in Abu Dhabi; and those without either the capability or interest to financing their own projects.

“Because of the scale of the project, it’s not a one size fits all option and the trick to this is to be able to provide a one-stop-shop — a relationship to show how we can configure any solution,” says Douglas.

Kizad isn’t just extensive in size; the list

of records it breaks is also impressive. Yet unlike the region’s other signature record breakers, Kizad exists to serve the future, not steal the limelight of the present.

“One of the things you always end up with on a mega project like this is that you are building for generations to come,” begins Douglas, adding: “You need to anticipate to some degree the future and the one relatively easy bet to make is that international shipping will get a lot bigger.”

At almost 1km long and 400km wide, the container yard will be the first automated yard in the Middle East, with cranes doubling in size compared to the existing stock, propelling capacity to 15 million containers a year; on par with the largest trading nations in the world.

“The altruism of infrastructure is that the next generation that inherits it will always wish you had done more, which commercially means actively safeguarding development as best you can,” he says, adding that the “big part” of Kizad is on the other side of the planned Etihad rail link, in phase B. “I genuinely can’t think of any examples anywhere, which are as exciting as this in terms of sheer scale, technical and engineering endeavour, trying to bring the resources of many big organisations together and align them with one simple, common objective, which is to deliver this on time, within budget and safely.”

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COVER | THE BIG PLAYERS

Tony Douglas demonstrates the scale of Kizad on a project map.

"The day job down on the site is no nonsense. Big project, hard-nosed delivery and failure is quite clearly not an option"

COVER | THE BIG PLAYERS

AECOM'S Cleveland Clinic, Abu Dhabi.

"People have much greater expectations in terms of the quality of the infrastructure they have around them especially when you look at the GDP of these countries"

Everything you need David Barwell, chief executive, AECOM

W

ith company values that commit to “create, enhance and sustain the world’s built, natural and social environments”, it’s not just any mega-project that can catch AECOM’s figurative eye.

Fully researched, sustainably designed and future proofed, AECOM’s urban planning, architecture and engineering services have been deployed to the region’s most significant infrastructure mega-projects, such as Saadiyat Island; Al Raha Beach; Abu Dhabi’s traffic modelling study; Ruwais bypass; and Riyadh and Jeddahbased sewage treatment and stormwater plant expansions.

“You have to look at the whole Middle East, including places like Iraq, and look at how countries are positioned and what they need for economic drivers,” says chief executive David Barwell, identifying ports and rail to reduce reliance on the Suez Canal.

“In the Middle East as it is it matures, the countries are currently very resource rich, so it’s time to capitalise on the long term sustainability of the countries and putting in good, solid infrastructure to make it work,” he advises, adding: “People have much greater expectations in terms of the quality of the infrastructure they have around them especially when you look at the GDP of these countries.”

Despite the experiences of re-planning existing, often older cities than those in the Middle East, Barwell says the key difference when re-planning ‘new cities’, is that you are changing the direction of the city’s growth, rather than upgrading its services.

38 | www.thebigprojectme.com

Referring to the firm’s work on the Dubai masterplan project, he comments: “It is a new city but it’s a new city that started in a particular direction that now has to change.

“We are doing the Dubai masterplan and looking at that challenge: Where does it go to, based on the new global economic environment?”

“At a high level, there is existing infrastructure that has been put in place and there is still planned infrastructure. So it’s actually looking at the present, looking at what is planned and what is currently there, then asking 'how do we bring this forward into a revised plan?' ” It’s a vision explained by the AECOM Global Cities Institute. Describing itself as an “urban laboratory that goes beyond traditional practice, the body “diagnosis” the factors preventing a city from completing its social, economic or environmental aspirations.

Already successful in the US, Australia, China and New Zealand, Barwell cautiously reveals the global cities institute “is looking for opportunities for a city in the Middle East this year”.

Describing the work as a CSR initiative, it is headed by a board of academics, governors and local decision makers, from around the world to create something that “needs to be sustainable; not a report on a shelf but a seed to better develop the city.”

Last year’s deal with Davis Langdon saw the company’s physical profile grow in territories previously served remotely, such as Kuwait, Beirut and Bahrain.

Despite the widened scope, AECOM

identifies the same construction hotspots — Qatar and Saudi Arabia — as the most exciting markets at this time; albeit for entirely different reasons than the rest.

“If you look at the overall ambition of Project Qatar going through to 2030, I would like to think FIFA isn’t the end game; FIFA is just a step in the process of achieving Qatar’s 2030 objectives,” Barwelll says, naming Doha Port and the creation of sustainable city Al Shamal as examples.

“From a planning perspective we look through Qatar 2022. It’s just a step in that development and it’s a very exciting proposition but I think they have an opportunity to create something quite unique in the world market place,” he predicts.

AECOM’s key projects in Saudi Arabia deal with utilities infrastructure, specifically the installation and expansion of a number of stormwater and wastewater plants; projects Barwell says have the opportunity to transform the lives of the people living there.

Describing AECOM’s work as “essential infrastructure projects”, Barwell also predicts Iraq, once politically stable, will have “great potential” for development over the coming decade.

“We are looking at the formation of a number of very significant projects in Iraq, through Public Private Partnership type arrangements.

“At the moment we are looking at forming consortia to approach various types of projects, be they transport, water or health; our primary focus projects in Iraq are through PPP,” he concludes.

Special FX Sudhir Jambhekar, senior partner FXFOWLE

I

believe that listening to client aspirations and participation is critical to finding a great design solution,” says Sudhir Jambhekar, FAIA, RIBA, LEED AP, Senior Partner with architects FXFOWLE. “I have been fortunate to have some great opportunities to work with the leadership in the Middle East. Our firm and I have belief in the collaborative working processes that encourage client participation.

“When the leadership is hands on it really allows for a greater dialogue and therefore encourages us to explore even further,” he continues.

The New York-based FXFOWLE, is currently involved in a number of projects in Qatar, the UAE and Saudi Arabia, including the Sixth Crossing Bridge, in Dubai, and Riyadh’s King Abdullah Financial District.

With more than 40 years experience, Jambhekar became a senior partner in 2000 when the firm he co-founded, Jambhekar Strauss, merged with FXFOWLE. An award winner in his own right, and the subject of many articles in architecture journals, Jambhekar’s projects have included a 40 hectare masterplan for Dubai Properties’ Business Bay; a competition for a 301 metre tower in Mumbai; and current projects including mixed use towers in Sophia, Bulgaria and Moscow, in addition to a 500 acre master planning project on the Dubai Waterfront, for Nakheel.

“Each city, region and country provides unique opportunities for applying different thought processes to designing a project,”

Jambhekar begins, adding: “People, aspirations, culture, climate and local construction practices all play a major role in the decision making process of design. In addition, building typologies also play a role in this decision making process.

“For example, while designing of an office building planning processes may not differentiate from each other that much as we all seem to work very similarly in this global economy due to the advent of information technology. But other factors such as site context, city, climate and construction practices may make the difference,” he continues, refusing to name a single place as his favourite to work, but referring to Turkey as “an amazing country with an incredible history and a diverse mix of eastern and western cultures”.

“Religious buildings on the other hand and in some cases cultural buildings are uniquely different than how we might approach their design from let’s say in the USA. Residential buildings also tend to be uniquely different on basic levels of planning while considering privacy, family and other cultural issues,” he explains.

One particularly topical issue FX FOWLE strives to address is that of sustainability. Carbon neutral as a business since 2008, it was Bruce Fowle’s work in the 1970s that led to the firm delivering America’s first green skyscraper; credited as a catalyst for the introduction of LEED accreditation.

It is also the first firm to receive an Energy Star Small Business award.

And in creating sustainable solutions

through architecture, the firm also aims to continue the “thinking process” around design to address the needs of future cities.

Observing a trend to create “new” cities across the region, Jambhekar says economic and social factors, such as population growth, and a global rethink of how the availability of information, ease of travel, affluence and aspirations has provided opportunities to people to rethink and reinterpret quality of life.

“This trend of creating new cities has certainly provided many great opportunities to architectural professionals. However, I believe that as architects and planners, we have an obligation to learn from the ideas of the traditional cities and then adopt, reinterpret, explore and experiment while designing new urban environments.

“The design of traditional cities addressed many things but appear to always deal with climatic conditions, culture and construction technology which was available to them at the time. Perhaps we can continue this thinking process while responding to the contemporary needs and looking towards the future,” he says.

Jambhekar’s favourite examples of such projects include Burj Khalifa and Masdar City, for their integration of innovation and technology.

“I like many ideas of the traditional Islamic public spaces, gardens and cities.

These traditional public spaces, gardens and cities are vibrant and provide many clues to potentially adopting their ideas to contemporary ways of living.”

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COVER | THE BIG PLAYERS

The Museum of the Built Environment.

"When the leadership is hands on it really allows for a greater dialogue and therefore encourages us to explore even further"

COVER | THE BIG PLAYERS

Al Rayyan stadium with video technology built into the structure.

"We did the entire production of the hosting concept, as well as transport, accommodation, environment, stadiums and infrastructure, and also the FIFA HQ and media facilities"

Expect amazing Joachim Schares, partner Albert Speer and Partners

E

xpect amazing” were the words repeated by Qatar throughout its bid to host the 2022 World Cup. Instilled at an early stage, the ambitious ethic paid off and while the already affluent Gulf state welcomes hoards of contractors, design consultants and project managers, one stands out above the crowds.

As a firm, Albert Speer and Partner (AS&P) didn’t just design eight of the 12 stadia that will host the games, they also worked on 20 chapters of the Bid Book, in collaboration with partner PROPROJEKT. Approached by Qatar’s bid committee in April 2009, at a sports convention in Denver, Colorado, USA, AS&P received a personal invitation to work on the book, from the Qatar Football Association.

Modestly admitting that the 750 page book is “quite impressive”, AS&P partner Joachim Schares, says much of the bid content was dominated by the stadia.

“We did the entire production of the hosting concept, as well as transport, accommodation, environment, stadiums and infrastructure, and also the FIFA HQ and media facilities. The bid also involves Qatar’s technology capabilities to host the event.

“The entire start-up had to be planned and the outcome was a 750 page book weighing more than 5 kilos,” Schares adds.

More than designing football stadia, the projects AS&P will be integral to

40 | www.thebigprojectme.com

transforming the image of the Middle East to the outside world, proving critics wrong and entertaining thousands of fans who have most likely never visited the region before.

No strangers to sporting mega-projects, past achievements include work for the Olympic and Paralympic Winter Games in Munich; a sports infrastructure analysis in Cairo since 2009; and the Allianz Arena study in München, 2001.

Needless to say, the Qatar projects are somewhat of a hat trick.

“These projects are quite unique for several reasons, primarily the climate issues.

The stadiums will be air conditioned using special technology based on solar energy.

“This is an approach especially tailored to the region. Providing other countries like Oman, Saudi Arabia and even some Emirates in the UAE, chance to take a close look at the technologies and make use of these achievements. They could really benefit from the developments in Qatar,” Schares predicts.

“The second issue is the modularity; it is quite a novel approach. 170,000 seats will be dismantled after the event and shipped to developing countries,” he continues.

Modularity is a concept first proposed by AS&P for the 2010 South Africa games, but one that wasn’t picked up on by the designers and managers involved.

For the Qatar projects, like others in the firm's portfolio, there’s a science to everything AS&P has been involved in.

“When we started developing the project together with our Qatar client, we looked at the spatial distribution of previous World Cups. Since 1930, when the first Cup was hosted in Uruguay, the games have only been hosted a few times in Asia and never in the Middle East.

“Our common objective was to bring football to the region and to find a new way to present the Middle East to the rest of the world,” Schares continues.

When asked which of the eight projects is his favourite, Schares responds by saying he doesn’t like using the word “iconic”, but that regardless he presented ideas it was felt would live up to the bid's catchline: “Expect amazing”.

“Thus it’s always quite obvious for us that these stadiums must be amazing, and also Qatar is a relatively small country and not considered as a big player, so you have the opportunity to showcase its culture to the world.

“The stadiums should be a symbol of the environment and culture in Qatar, so traditional Arabic motifs are incorporated in the designs, for example Um Salal Stadium. Other designs are derived from the environment, such as Al Khor Stadium, which is one of my favourites.”

Pearl in the crown Laurie Voyer, CEO and managing director, Habtoor Leighton Group

P

romoted as becoming the largest single building in the world upon completion, Dubai Pearl will be an integrated city for 20,000 people. Located at the foot of the Palm Jumeirah, the completed project will occupy a staggering built-up area of around 1.9 million square metres.

To date more than 70,000 cubic metres of concrete has been poured by HLG; the groundwork, foundations, the basements and lower ground floors of the four towers forming the central section of phase one are now complete, making it one of the largest projects currently under development in the UAE. It’s an achievement credited to maintaining pace despite the downturn, while also — as a group — moving to secure reliable contracts over the coming years, including work on the GCC’s rail network.

“Consolidating existing projects and strategically tackling new markets and partnerships has seen the group ready itself for continued growth during 2011,” comments CEO and managing director, Laurie Voyer.

“We have added to HLG’s traditional building focus by increasingly focusing on infrastructure projects, including those in the growing GCC rail sector,” he adds, further stating that growth in new geographical markets has been “strategic” for the past two years.

“We have established stand alone entities in a number of our targeted growth markets

of KSA, Kuwait, Oman, Iraq and Bahrain.

We continue to pursue infrastructure and building projects in the UAE and Qatar, as well as rail opportunities in the wider region though our specialist rail provider Advance Rail Group (ARG).

“We have spent considerable time establishing a presence in our identified growth markets and we are close to securing new work there,” he continues.

Admitting to having an established reputation in the building sector, the focus will now be to expand on the potential provided by ARG. Voyer comments that “considerable time” has been taken to establish the group in its identified growth markets, while adding that Saudi Arabia, Kuwait and Iraq also offer large volumes of new work opportunities, which it is hoped will be tapped this year.

In light of such success, construction professionals were shocked to hear last month that the group plans to move 50% of its operations outside the UAE, yet Voyer says this is just another step in HLG’s growth strategy.

“It’s simply a result of following the opportunities where they emerge. With markets such as Qatar, Saudi Arabia and Kuwait forming a key part of our growth strategy, achieving 50% of our revenue from outside the UAE is certainly achievable,” Voyer explains.

In Qatar, Habtoor Leighton Group has

completed its Doha City Centre expansion project — the Al Shaqab Equestrian Academy — and is also undertaking water infrastructure projects for Qatar General Electricity and Water Corporation (KAHRAMAA) on the outskirts of Doha.

But as its headquarters, and the Dubai Pearl, remain in the UAE — after 40 years in business — Voyer says it is still a key market.

“Our reputation for high quality project delivery is our driving strength in the UAE market. This year alone we have secured the AED 2.2 billion contract for the construction of the new Mafraq Hospital; the AED 510 million Qusahwira phase one building for ADCO; The AED405million bank headquarters project for the construction of Abu Dhabi Islamic Bank’s new headquarters in Abu Dhabi; and the award of an AED110 million contract for a chilled water plant at Zayed University for Mubadala Development Company.”

"We have spent considerable time establishing a presence in our identified growth markets and we are close to securing new work there"

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COVER | THE BIG PLAYERS

A project rendering of the completed Dubai Pearl.

"Consolidating existing projects and strategically tackling new markets and partnerships has seen the group ready itself for continued growth during 2011"

SPECIAL feature | Katie Barker

Re-structured for success Katie Barker, regional HR manager with one of the world’s largest law firms DLA Piper, advises on how a fully integrated HR department is a key driver for overall success

H

R is seen as merely a low priority hiring and firing department,” explains DLA Piper’s Katie Barker, regional HR manager with the international law firm.

“HR should be part of a business’s marketing and communication strategy and be fully integrated with the activities of a company,” she adds, citing the benefits of such an approach to be improved communication and transparency.

Explaining that a business environment which demands each and every department to be “selling” a company to clients, investors and employees — actual or potential — Barker says a disengaged department will not facilitate the transparency and communication employees need with their management.

HR management today is more than an internal, behind-the-scenes department; to be truly effective it should be part of a company’s global selling strategy.

“The key difference I have noticed, more so here than anywhere else I have worked, is the

“HR should be part of a business’s marketing and communication strategy and be fully integrated with the activities of a company” 42 | www.thebigprojectme.com

transitory environment, created by the expat population,” she says, adding that it is an approach which causes difficulties for companies expanding into the region.

“The main thing is that whatever we are doing and the advice we give to clients, no matter where you hire your staff from they are all treated fairly.

“We still have this international approach to benefits and entitlements, to contractual issues, and generally the way in which somebody is employed; how they are treated when they are an employee; and how they are treated when they decide no longer to be an employee.

“That is probably a big challenge for some businesses that are maybe only just setting up here, but it’s just a new way of working.”

Naming other unique regional challenges as the limitations in protection compared to the UK’s stringent legislation surrounding issues such as discrimination, Barker advises that local labour laws should be a minimum standard for international business, not a means of shortcut.

Referring again to the firm’s own practices, she says: “At DLA it doesn’t matter if something isn’t specified in the labour, we’re an international business and you have to adhere to that.”

Rumour has it

“The major challenge in this region is separating what is law and what is speculation.

“You will find a senior minister will talk about an issue and that will be reported and perceived by people as being a change in the law,” she continues, referring to the recent “debacle” over end of gratuity pay.

Already one of the most common HR grievances, during a court case in June it was

speculated that end of service payments could be calculated on an entire package – including allowances such as school fees, transport and accommodation.

Continuing to recall how the firm was inundated with calls, Barker says most of the confusion was caused by inaccurate reporting, which made employees think they would be entitled to more than they are; a result she says occurs due to poor communication and transparency.

“If I’m an FD I’m not going to be very happy because I have made all these provisions based on the basic salary and now I have to make them 40% higher. That’s a huge impact on cash flow.

“It is hard dealing with those kinds of issues, where there is something happening that is as close to people’s hearts. There’s so much speculation that goes on about the labour law and that’s where employers find it very difficult,” she adds, listing other popular grievances, including visas and immigration policies, particularly following recent changes in the UAE. Referring to DLA’s own in house best practice, Barker says simple steps such as providing annual benefit statements; enhancing leave entitlements; and providing the all important “open door” can help business protect themselves.

Adding that the days of HR managing recruitment, rewards, knowledge and change, are over, she concludes: “HR is not simply a department dealing only with the recruitment and firing of staff, which is then absent from the rest of an employee’s service.

“Our HR department is a huge network of services and as soon as you take it to that level a lot of the confusion and ambiguity automatically disappears.”

HR specialist Nanette Fairley, explains to The Big Project how firms can recruit in line with their growth strategy and retain their most valuable assets

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tep one is always identifying what ‘good’ looks like in the job. What are the competencies or criteria that will bring success in the role? It sounds easy but it’s not always,” explains Nanette Fairley, CEO of Innovative HR Solutions (IHS).

Headquartered in Dubai, Fairley founded the company 12 years ago which works in 11 countries across the region.

“We do a thorough job analysis to really identify the things that will differentiate a great performer from an average performer. Then we will support an organisation to identify the best assessment tools to assess those competencies,” she continues to explain.

With the largest team of occupational psychologists in the region, the firm has worked with companies from a range of industries and sectors to aid the recruitment of frontline to management level staff, while also offering psychometric tools, accreditation and diagnostic processes to help organisations appoint the right candidate.

Additionally, the company supports client organisations in meeting nationalisation targets and retaining national staff.

Observing a shift in how organisations recruit and retain staff, Fairley says the economic situation has shifted priorities to focus on succession planning.

“It is something that is really coming to the fore; organisations are giving more structure to their broader talent management processes but also focussing on talent and succession planning, whereas in the past they have had the economic resources to just throw more people at a problem.”

“Step one is getting the recruitment right and then step two is to make sure you are continually developing successors so it doesn’t impact

business continuity if you do happen to lose somebody for any reason,” she advises.

Identify, develop, grow

However, organisations identifying their needs is only half the battle; the development of staff demands tailored programmes for each individual aligned with their existing abilities and the organisations’ needs.

Explaining that companies no longer have the budget to “whitewash” their development strategy, Fairley says the key is personalised programmes delivered in classrooms, through coaching and mentoring, or remotely via e-learning.

“Because the testing techniques provide a very focused diagnostic process -– for example you could go on a communications course, but what you need to develop is your ability to have impact in a group, or give a persuasive presentation – we are able to tailor CPD to the individual’s needs.”

As recruitment inevitably becomes more competitive, techniques such as psychometric assessment will increase in popularity, not only during the appointment of staff, but also in their retention and professional development.

“The methods we use depend on the time, budget and how critical the job is. We use ability tests, which are much more focussed on the specific abilities required for a job, and personality profiles - looking at the type of behaviour that can be expected from this person and what the job role demands in terms of behaviour,” she states.

“When there is a clear picture of strengths, we can identify the development needs and a personal development plan for the individual, and strategise to play to those strengths more consistently.”

“Organisations are giving more structure to their broader talent management processes but also focussing on talent and succession planning.”

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SPECIAL feature | Nanette Fairley

Innovating recruitment

44 | www.thebigprojectme.com

Fantini Mosaici’s UN funded training programme gives talented craftsmen in Pakistan a chance to train for work in the UAE All students are expected to be capable of working um supervised within three years.

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hen Italian marble and mosaic manufacturer Fantini Mosaici was commissioned to supply marble for Abu Dhabi’s Grand Mosque the stone was manufactured in Italy and shipped to the UAE where it was chiselled and chipped on the site of the mosque’s 18,000m2 Sahan.

But when the company was commissioned to supply a project ten times its size, at the Emirates Sunland Palazzo Versace in Dubai, managing director Lorenzo Lotesto opened a regional base in Abu Dhabi.

Retaining the original workshop and staff in Milan, the UAE branch manufactures and supplies marble and mosaic products for a number of boutique and private projects locally. Far from being an international base for operations, the Abu Dhabi base is partly staffed by graduates from a UN financed training programme Lotesto established in Pakistan. Describing the arrangement as profitable for everyone, Lotesto says he was inspired to launch the programme following trips to the region.

“The second time I visited the area I went to Lahore in Pakistan, which is a very interesting and beautiful city. They extract marble nearby and despite the young people there being very hard working and skilled, there are very few opportunities for them,” he explains.

The initial course is six months, followed by a week of assessments, during which students are selected to be sent to the UAE to receive further training at the Abu Dhabi workshop. Students who fail the initial test are able to train for another six months, with all students capable of working unsupervised within three years.

The scheme is supported by the municipality and local Chamber of Commerce.

“There is no teacher; they learn with my instruction. I send tools and templates and they just follow the instructions,” Lotesto says.

“Mosaic is very complicated and in Pakistan there is nobody who knows how to teach the craft, so I prefer the students train and practice under my instruction, using hammers, cutters and other materials I send, until they reach a certain level and we are able to bring the best students here,” he adds.

“There is no teacher; they learn with my instruction. I send tools and templates and they just follow the instructions”

Graduates from a UN finance training program Lotesto established in Pakistan

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SPECIAL feature | Fantini Mosaici

Sculpting talent

Market Explorer | DAMMAM

Port, sea, harbour Imports and exports are expected to increase as Dammam’s authorities agree on the construction of the Gulf’s leading port. The Big Project’s Christine Fashugba investigates

T

he president of the Saudi Ports Authority Abdul Aziz Al-Tuwaijri signed an SR2 billion contract with Saudi Global Ports (SGP) to construct a second container station at the King Abdulaziz Port in Dammam.

The kingdom currently has

nine ports; five on the Red Sea and four on the Gulf, with around 200 docks.

In a press statement after the signing ceremony at the ports authority’s headquarters in Riyadh, Al-Tuwaijri said: “The new terminal will add 1.5 million twenty-foot equivalent units (TEU) to raise the capacity of the port to 3 million TEU which is expected to make Dammam port one of the leading ports in the Arabian Gulf.”

Dr. Tawfig Fozan Al Rabiah director general MODON the Saudi Arabian industrial property authority, which works towards the vision to create fully integrated industrial cities to meet the demand of the industrial sector and increase its contribution to the GDP. “The development of a second container station of the ports is an indication of the enormous growth that Saudi Arabia is facing in all economic sectors including the industrial, with the expansion of the industrial cities by MODON in the eastern provinces, the

ABOVE: Khaled Al Kurdi.

“ Dammam lags behind Al Khobar and Dhahran in terms of real estate pricing. Oil price rises have stimulated more investment in Al Khobar and Dhahran due to the presence of ARAMCO” 46 | www.thebigprojectme.com

ABOVE: Damman is most famous for its industry.

opportunities of importing and exporting will grow, hence the utilisation of the port will have a great impact on the industrial development especially in Dammam,” Al Rabiah says.

Industry growth

Al Rabiah also confirms in addition to a larger port MODON is currently working on Dammam’s third industrial city. The authority has already established two industrial cities; one is an area of 2.5 million square metres located on Dammam-AlKhobar expressway between Dammam and AlKhobar with 22,000 workers.

The second is on a location near Dammam sea port outside the urban boundaries of the city which currently employs 75,000 workers.

“The first and second industrial cities in Dammam host more than 720 factories with approximately 90,000 workers which have a direct impact on the local economy of Dammam city. The industrial projects in Dammam also create other job opportunities in

Office and residential demand

The King Abdullah Civic Centre.

ABOVE: Al Marina

the supporting services like logistics and transportation. More over it provides entrepreneurial business opportunities supplying to the industries in Dammam,” Al Rabiah says.

The demand for industrial land in the eastern region in general specifically dictated the development of the third industrial city in Dammam and Al Rabiah and Dr. Tawfig Fozan Al Rabiah director general MODON confirms the authority has signed contracts with well known master planners to layout plans for the industrial area, taking into consideration the environment.

State-of-the-art

The new city will have state-of-the-art infrastructure, high standard living accommodation and support services, and commercial centres.

The authority has developed integrated infrastructure services such as advanced telecommunication services, drainage and water supply, commercial services including restaurants, health and cargo and housing and government services that meet the needs of investors, contribute to the development of the community in Dammam and preserve the environment.

“MODON in collaboration with other government agencies demand factories to be built according to the environmental standards and specifications. MODON enforces with a qualified team of controllers the rules and regulations of the environment protection codes in the industrial cities. In addition MODON does not permit pollutant industries in all our new industrial cities,” Al Rabiah says.

New railway links

It was recently reported in Arab News Saudi Arabian finance minister Ibrahim Al-Assaf recently confirmed King Abdullah has ordered the linking of the new Hazm Al-Jalameed-Ras Al-Zour rail with Dammam through Jubail Industrial City.

The new rail will connect the major industrial facilities in Jubail, Ras Al-Zour and Northern Border Province with King Fahd

Mike Williams senior director CB Richard Ellis Bahrain CBRE believes although eastern province cities Al Khobar and Dhahran are merging with Dammam the city is not as advanced.

“Dammam lags behind Al Khobar and Dhahran in terms of real estate pricing. Oil price rises have stimulated more investment in Al Khobar and Dhahran due to the presence of ARAMCO, but Dammam does not appear to have any major commercial or economic stimuli at the moment.”

CBRE has been engaged in finding land and office space for clients wishing to relocate to Al Khobar and Dhahran, including identifying 40,000 sqm land for international clients, finding offices for international and regional clients and founding three branch locations for a GCC bank.

“The Eastern Province has historically lagged behind the main cities of Jeddah and Riyadh. However, the oil price surge in recent years has transformed the market in Al Khobar in particular, with a significant influx of oil industry service providers relocating to this area, with a consequent growth in demand for high quality office and residential accommodation,” Williams says.

“There is no clear CBD in Al Khobar or Eastern Province in general, with the result that major office development is taking place in the form of ‘ribbon development’ along the major highways linking Al Khobar with Ad Dammam,” Williams adds.

Sea front

Khaled Al Kurdi, chief executive officer and chief consultant Structure Consulting PSC, a management consulting firm has worked with the Eastern Province Municipality to help organise the authority’s overall strategy.

“Taking the Saudi culture into consideration, I think the sea front area developments are the most important as they establish public spaces to the people to socialise and hence improve the Saudi city culture into a more public rather than private society culture,” he says.

“The municipality under the current mayor is working to realise its vision beautifully. It is rare to see an organisation dedicated to realising its vision as much as the municipality is,” he concludes.

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Market Explorer | DAMMAM

Industrial Port and Commercial Port in Jubail and the King Abdul Aziz Port in Dammam enabling passengers to travel between Riyadh, Dammam, Jubail and Ras Al-Zour.

PROJECT UPDATE | JAHRA ROAD

Highway Hope The Jahra Road Development project is part of a strategy intended to transform Kuwait into a worldclass financial and commercial hub

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art of the strategic plan implemented by Kuwait’s Ministry of Public Works, the Jahra Development project will transform Kuwait’s existing Jahra Road into a single highway in five years.

Located in the western region of the country, the project comprises both road works and a number of utilities projects (see box).

The aim is to segregate bypass traffic from local traffic flows, therefore minimising congestion and enhancing the safety of the road.

The completed project also includes provision to cope with the expected increase in traffic over the coming years.

“Once completed, the project will have countless benefits for the people of Kuwait,” says project engineer, Abdullateef Shamsah.

“It will improve access to social infrastructure such as schools and health centers and enhance social interaction and mobility, which are important for social and economic development. Creating an efficient motorway system will also allow better access to markets, by creating an efficient transportation network which will facilitate the transport

ABOVE: A rendering of a junction in the completed network.

certain types of goods such as construction materials,” he continues.

With the plans originally prepared in 2000, the project wasn’t initiated until September 13 2010 due to scale of feasibility studies and design planning required.

During the first decade of the plan, Kuwait addressed issues in the roads and transportation sector before composing a sustainable and comprehensive ten year national strategy to facilitate the construction of the motorway network from 2010 to 2020.

Valued at US$966.58m, the road will be delivered in five phases (see box). With $777.25m dedicated to the construction of structures. The main elements are the development of a 21km motorway, a 1km tunnel and an elevated 7km

length of motorway viaducts, comprising eight lanes (three lanes and one security lane in each direction) with 8,500 precast segments.

The Louis Berger Group, in collaboration with Pan Arab Engineering Consultants, has been appointed project designers and consultants, along with the Arab Contractors Company (ACC) and Othman Ahmed Othman as the project contractor.

“In addition to transforming the Jahra Road into a unified highway, the project also includes a multitude of utilities and drainage structures along the length of the route.

“These will require relocation, protection, and refurbishment; in an integrated effort to improve and develop the current infrastructure,” Shamsah explains.

ABOVE: Project Director Abdullateef Shamsah.

”The project also includes a multitude of utilities and drainage structures along the length of the route” 48 | www.thebigprojectme.com

The entire project will be delivered in five phases.

Already considered one of the most efficient motorway systems in the world in terms of design, construction management and safety, the Jahra Road Development is described as an “integral cog” in the state’s vision to achieve a safe and sustainable transportation system.

“The challenge facing the State of Kuwait today is how to balance between the increasing demand for smooth transportation and providing an efficient supply of roads and transport services that can cater to society’s needs and the state’s plans to transform the country into a global financial and commercial hub by 2035,” says Shamsa.

The strategy is supported by a robust executive program highlighting all ministerial duties and the involvement of businesses and stakeholders. The program also includes a number of mechanisms under the United Nations Development Program; intended to evaluate the implementation of the project, under the supervision of the General Traffic Department and in cooperation with the related ministerial departments.

“We are proud to design, implement and

execute a robust motorway system that connects all regions and neighbourhoods with one another, allowing a smooth and consistent traffic flow across all parts of the city, which in turn can positively affect the country on social and economic level,” Shamsa concludes.

Project phases

The Jahra Road Development Project comprises five phases: •

Phase one: Jahra Road to Airport Road

•

Phase two: United Nations Roundabout to Hospital Road

•

Phase three: Hospital Road to Al Ghazali Road

•

Phase four: Al Ghazali Road to Airport Road

•

Phase five: Al Ghazali Road Interchange

Breakdown of costs for the US $ 966.58m project

”These will require relocation, protection, and refurbishment; in an integrated effort to improve and develop the current infrastructure” Renovation works will include: Relocation of water pipes: The water lines extending under the Jahra Road will be relocated and new water lines constructed.

Existing lines will be removed after the completion of the new ones.

Relocation of sewerage system: In addition to moving the existing system located under interchanges, works will also include the preservation of the depressed sewerage pipeline located between Al Aridiya Station to the pump station known as A7, and Mohammed bin Al Qassim Road to Al Ghazali Street, in addition to relocating a 800 meter pressurised 2000 mm pipeline, next to Al Khalil bin Ahmed Road.

Preservation works and relocation of gas lines: After Kuwait Oil Company constructs the new gas line - from Al Ahmadi Port to the desalination plant, through the Airport Road - the current gas line will be extended under the Jahra Road from the UN roundabout to Al Shuwaikh station, based on a request put forward by the Kuwait Oil Company.

Relocation of Low Tension (LT) and High Tension (HT) cables: Cables will be moved from locations where bridges will be constructed. A bypass facility will be construction for electricity and telephone cables.

Relocation of Telephone services: Telephone lines from a number of locations will be relocated and new lines built.

Agriculture works: In addition to basic landscaping at a number of locations, an integrated irrigation system will be built for the entire project where desalinated water will be used to irrigate plantations.

Rainwater drainage system: The new system will ensure that water is immediately cleared from highways, to enhance safety.

The network will also have safe pedestrian access.

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PROJECT UPDATE | JAHRA ROAD

Safety first

The Big Project meets with Harsco SGB, UIlma and Delmon Group to discuss the trends driving the development and supply of formwork in the Middle East

LEFT: Formwork representatives discuss new solution as client are reluctant to invest.

Which countries pose the most significant project opportunities at present?

Stuart Bland: The majority of formwork suppliers are investing heavily in Saudi Arabia because of the large infrastructure and Major project coming up. In the UAE market there is a lot of infrastructure work planned but its waiting for that to be awarded or go through the whole EPC bidding and qualification process.

There are huge numbers of EPC bidders looking to secure this work; contractors as well as various joint venture partnerships. It’s just a waiting game for Project awards in the UAE, predominantly the Delmon Group is expanding into Saudi Arabia and strengthening our position in the Qatar market. The core business maintains for us in the UAE market which is still very positive for the future of the region.

Joe Farina: I think the main focus is Saudi Arabia but how that pans out is still to be determined. The UAE has always been a foundation for the Middle East, for 10 years now at least, and obviously that has tailed off somewhat, but we will wait and see.

Projects are on hold. They have been cancelled. The world is in recession and I think really it’s in the hands of other people. If things

start to develop in other parts of the world, they will start to develop here.

Are there any other factors, which could trigger development?

JF: Confidence; that’s the basis of it all. When people are prepared to spend money then things happen.

Harald Litze: I think it’s amazing. At this moment everybody is looking to Saudi Arabia and Qatar but I think the UAE at this moment is starting up again slowly. Then again a lot of things are on hold and delayed; Abu Dhabi is going down a little bit at this moment. As a company, ULMA wants to invest in the UAE; it’s still a good basis for the region, but we have to look at what’s on the other side of the borders for sure.

Which trends are you witnessing in the industry and how are these influencing your operations?

JF: Obviously now there’s less work so prices are tighter. Things which weren’t a big consideration before are now. Value engineering is really starting to play a part.

You really have to look at the way you do things internally and reassess effectively how you operate. As Harsco we have restructured so

“Manpower issues are an important consideration and it’s not always recognised at the forefront of things” we are looking at taking on projects as partners, or a greater involvement throughout the job. We’re in a position where we can do that but the projects still have to come out and that’s in the hands of the developer or the client.

We’re all optimistic about things.

HL: Everybody wants to go more into infrastructure; hotels have been stopped, offices andhouses have beenstopped. On the other hand for us, in the rental business, we have to invest more.

This market here is a low price market you have to think very carefully.

SB: I know the market trend is unpredictable at the moment; Joe and Harald

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TRENDS | FORMWORK

Staying on form

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LEFT: Joe Farina, Harsco.

“It’s just an evolution through circumstance and you have got to see that for what it is and try to work on that” pro-active planning versus the amount of resource that needs to be invested. It is positive though; the market predicts that in 2012 there will be some positive movement in Project awards.

Like Harald said, you have to show the cost savings, labour and transport, and everything that goes with that.

I think it’s just gaining the focus again with the contractors, working with them more closely and listening to what their needs are.

What do you predict it will be like to work in this “new” market?

JF: I don’t think the industry has changed, it’s just taken a different approach. It’s almost horses for courses.

forecast how much they want to invest and predict the projects coming up. Also a big issue for companies is human resources; how much to invest in the future in regards to employee numbers to service the market. If You’re talking infrastructure, heavy duty specialised equipment is needed. Where your core business is more focused towards building projects, you have to invest in heavy duty equipment to do bridges and infrastucture, which requires proactive planning to target the trend towards the Infrastructure sector, this relies on Projects being awarded on time.

The market trend is driven by the government especially in regards to infrastructure- what they need to invest in and when they will invest the money.

That’s what we’re looking at, trying to predict what will happen in the market. It really is tough for everybody in the market as it requires pro-active planning versus the amount of resource that needs to be invested. It is positive though; the market predicts that in 2012 there will be some positive movement in Project awards.

How are you preparing for stronger economic conditions?

JF: Like any business you expand and contract according to the market place, so at the moment we’re trying to work smarter, come up with better solutions. Over the years it was a case of demand being greater than supply so maybe the solutions you came up with weren’t always the most optimum solutions, simply because you only had so much equipment to

52 | www.thebigprojectme.com

provide. But now you have to come up with smart solutions and you need a proactive and progressive approach, whereby you look more intensely into the contractor’s programmes and play more of a partnership role - go back to that dialogue with them. Effectively you’ve got to work harder.

HL: There are so many sophisticated solutions on this planet you can bring to the market, no problem. The only way to survive is to find a solution where there is an economic advantage for the client. If you can show them that it’s your solution that will save them labour and time then they will go for you.

SB: I know the market trend is unpredictable at the moment; Joe and Harald forecast how much they want to invest and predict the projects coming up. Also a big issue for companies is human resources; how much to invest in the future in regards to employee numbers to service the market.

If You’re talking infrastructure, heavy duty specialised equipment is needed. Where your core business is more focused towards building projects, you have to invest in heavy duty equipment to do bridges and infrastucture, which requires proactive planning to target the trend towards the Infrastructure sector, this relies on Projects being awarded on time.

The market trend is driven by the government especially in regards to infrastructure- what they need to invest in and when they will invest the money.

That’s what we’re looking at, trying to predict what will happen in the market. It really is tough for everybody in the market as it requires

For example, a lot of contractors have considerably reduced labour forces; regulations have become more stringent, therefore contractors will think twice about taking on more labour. What this means is sub contractors will play a bigger role. What you find is that they are keener to look for smart solutions, simply because they don’t need to increase their labour force themselves. They don’t want to take on what the contractor doesn’t want to.

Systems that may or may not have been considered a few years ago are now seriously considered and they are more European oriented. It’s just an evolution through circumstance and you have got to see that for what it is and try to work on that. Get on board with

The panel

Joe Farina, UAE sales manager and Gulf export sales, Harsco SGB Harald Litze, general manager, ULMA Formworks Stuart Bland, general sales manager, Delmon Scaffolding LLC

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LEFT: Harald Litze, Ulma.

a contractor and see where you can facilitate some sort of partnership.

The industry is no different; you start at the ground and you go to the roof. You start at one end of a bridge and go to the other. It’s no different. It’s just the way we go around it now, due to circumstances.

HL: The industry did change a bit. Before we concentrated on towers, office buildings and hotels; we concentrated on selling. In the last 15 years the market changed. Before it was 30:70 rental to sales now it’s 90% rental and 10% sales, so from our point of view we have to invest more in our business.

But people don’t want to pay any more and everybody is facing that problem. You have to give longer payment terms, sometimes even 120 days. If you’re lucky you get the money, otherwise you have to wait longer and then the money might be already gone because the company is closed. These days you have to be very, very careful who you are working and selling with. It’s a market-wide problem.

We are thinking of bringing a lot of new products to this market, we have to invest or we cannot face the challenge.

JF: It’s not about supplying equipment to site, it’s about the whole package. If you can’t get the right people at the right time, if you can’t support the services provided on site and the other services you need administratively, you’ll be in trouble.

It’s about trying to be smarter- looking at what you did before, looking at where the market is now, and just adapting.

The solutions are not just on site they go all the way through. It’s a case of re-dressing the business and asking “how are we going to operate in this new, current market place?”

SB: It’s also about gaining new focus in a changing market; in the past before the recession, contractors were asking ‘how fast can you get the material to site, we need to get the job done quickly, how fast can you get this done?’

There is a definite shift towards hire in the market; in the past the majority of the revenue for suppliers came from Sales and the risk was less to suppliers, now you’re taking on a huge amount of risk with Hire; the risk of your material not being returned complete and non-payment. These are factors you have to asses in the pricing and type of Projects and contractors you work with. When the market is tight on pricing, you are investing more resource for less money and your return on investment is recovered over a longer period .

Predicting market trends is as difficult for

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“It comes down to us as formwork suppliers having to go back to basics and explaining the systems and selling the health and safety and all the benefits”

“If the clients see you are helping them, not only selling or renting to them, then in the long term you will get more business” suppliers as with Contractors, it comes back to having strong relationships with contractors and building a partnership with your customers during a downturn in the market, focusing on building the relationships we do have and supporting these contractors during the bidding process to secure new projects. In this market we have to be creative and we have to be outside our comfort zones to take risks and chances. You have to work smart and adapt to what the market demands.

How does your R&D process meet client demands and how have these demands evolved?

SB: Our core product is our cup lock system which remains a key source of revenue, we’re doing a lot of work investing time and money in R&D developing faster more efficient formwork systems, focusing on lightweight panel forms with no plywood costs and reduced crane time, our panel systems have proven a reduction in labour on site and therefore manpower costs.

We will continue adapting our existing Formwork systems and developing new systems to help contractors save costs and time.

We have developed a new panel system addressing all the factors where the contractor is trying to cut costs, this has been received very well in the market.

All the Scaffolding and Formwork systems we develop are made locally; we’re also trying to contain and manage costs to be more competitive in the market; focus on the infrastructure projects and the systems needed to service these projects. It’s a huge resource we have to spend in cash flow but the potential is that when we see the market turning we will be ready to service this market.

It’s a roller coaster ride with ups and downs and you have the choice of getting off it or riding it until the end. The Delmon Group have decided to ride the roller coaster and do what needs to be done to service the market for the future and the benefit of our customers.

R&D is driven by the market sectors in particular.

HL: Because we have been in the global market for 50 years, we have all the materials.

Everything is more or less developed.

About five years ago; our R&D department did a lot of development and ULMA now from our point of view has everything. We

They are under very tight cost constraints; the margin they are looking to get out of a job is probably less than what they were getting before so if you can bring innovative ideas you can prove reduce time, labour and potentially allow you to hit those targets then they will listen.

The irony is the market is more receptive now to new systems than it was before and maybe that’s because they have to consider these factors. Before they just demanded the equipment; they had plenty of labour and they didn’t need to worry about anything other than the deadline and targets.

Today the labour force is gone, the deadlines are stricter and the developer wants the building finished.

Projects like infrastructure; bridges, power stations, petro chemical, irrespective of what field it is they are on tighter deadlines so contractors are more receptive to newer systems.

Previously we had European systems and British systems; and now we have a product range that allows us to look at anything. For example, certain systems like panels would not need to optimise a little bit but in principle as we said before we are not sure at the moment what will happen. There will be infrastructure projects, so we have systems for that. But is the contractor willing to pay?

SB: That’s a key aspect regarding the best systems; you can bring in the best systems from around the world but you have to be competitive in this market. Even if you have the most efficient system you can out-price yourself in the market.

JF: Where R&D is concerned obviously during certain times and periods it takes a bit of a back seat. It never stops, you’re always looking to develop, but you keep re-inventing the wheel at times.

The biggest progress is in self climbing systems or aluminium shoring, which five years ago were considered too expensive but now are almost part and parcel of the product range. It’s an accepted thing. Sometimes it’s outside influences that bring that to the forefront.

International contractors that play more of a role on the local scene bring their expertise to the market and products that were not accepted before, get brought in.

You’ve got to prove that whatever service you provide adds value. If you can do that you have a chance and I’m starting to believe that contractors in this market place are starting to listen more now.

have been considered a few years ago, now they are. Why? Because it takes out elements of carpentry, therefore reducing labour.

The contractor doesn’t want to take on the visa situation or accommodation and repatriation commitments anymore. Manpower issues are an important consideration and it’s not always recognised at the forefront of things, but when a contractor has a 35,000 workforce and they have to cut that in half, that’s a lot of repatriation to do HL: You have to show there is an economic advantage in all places. On the one hand the client has to invest but doesn’t want to, so we have to invest. In the other hand they don’t want to pay. So we areSB: For instance if there is demand for R&D to Develop and invest in more expensive Falsework systems compared to traditional birdcage scaffolding systems, we can as suppliers demonstrate long term benefits on Major

RIGHT: Stuart Bland, Delmon group.

projects. There has to be the commitment from contractors to invest in more expensive systems that will demonstrate to them all the benefits in time and labour saving. With restructuring and reduced labour supply I believe contractors will be more receptive to new systems that will show them definite benefits in cost savings.

HL: Exactly. But that’s what we are facing at this moment. You cannot get the labour at the job site because of the expense, but even the local contractors have to change as well as international.

Even the regulations; for example the Abu Dhabi national building code; most of the systems we have are designed according to European codes so if the consultant wants a specific calculation you have to re-design everything.

This process is ongoing and in the future we will be regulated for the design code; in Dubai you can use a European code or a British code, in Abu Dhabi you have to use the National Building Code, which is based on American codes and some of the books are still using imperial measurements. For me it’s a really strange situation.

JF: I think the practices that are starting to come to the surface through the municipalities, consultants and architects, are eventually going to have a positive effect. QA for example, part of that is health and safety, add to that the building practices required by the Abu Dhabi government and certainly contractors with a poor health and safety record won’t even be able to get on the tender list, let alone be able to price a job.

What you are now starting to find is all these conditions are creating a better workplace. I’m not naive enough to believe that’s sorted out the problem but it always starts at the top end for major projects. For example the Guggenheim on Saadiyat Island; you have to comply not only with the building specification but also the Guggenheim specification.

It’s going to be difficult for certain contractors to comply with that. It’s different for us because we’re a corporation and things like integrity, codes of conduct, working practices and social responsibility are all part of what we do.

If you’re not going to comply, clients like the Guggenheim will just walk away. So we’re seeing major changes that will eventually filter down.

In fairness to Abu Dhabi they have taken a major leap forward in terms of looking at all

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TRENDS | FORMWORK

“The only way to survive is to find a solution where there is an economic advantage for the client”

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“You have to be work smart and adapt to what the market demands”

forms of building practice in every sector. If those practices are sound and you participate you’re going to play a part.

The UAE is slowly starting to conform with other parts of the world, where solid practices, particularly in health and safety apply.

SB: The industry has been looking more to health and safety which is a positive move going into the future it will help strengthen the market. The products you’re selling into the market, especially the products where they are faster, quicker and more health and safety efficient, some contractors are willing pay for that ideology some are not. It depends on who is winning the work and how much they want to invest in the product and service. Particularly in Abu Dhabi where there is more focus on Major Projects, if you’re going into a partnership with Joint Ventures on Major projects you know there is more than likely going to be a JV between a European company and local contractors. It comes down to us as formwork suppliers being committed to and explaining the features and benefits of systems one contractor might not be aware of and selling the health and safety and all the advantages of these systems.

Investing in Health and Safety is key, It just comes back to supporting the contractors and demonstrating why it’s important to follow best practise and supporting them from the start of the project to the end.

You then add value and can negotiate on the price, It comes down to educating the contractors and supporting them 100% in their ventures. Making the investment in HR to have the right people on the ground doing this is critical.

Going forward you have to be positive and invest the time and money in value added services and be willing to invest in the correct training for all site personnel.

Is there anything you would like to add?

JF: As Harald pointed out payment is a big issue. It’s always an issue but more so now because people are a touch less confident; will a project go ahead, will it be completed? Targets are tighter, deadlines are tighter and so you have to cross all your Ts and dot all your Is. But you still can’t beat relationships. If you look at a typical negotiation process, when you’re vying for the work you’re a supplier or subcontractor but when you’re on board you’re a partner and you have to be playing your part.

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You have a say in matters, you have a responsibility to drive it in a certain direction - you have to protect your company’s resources - but at the same time you have to support the contractor who is our client.

If you can build that rapport you have a safety net that can alleviate a lot of problems and that counts for a lot. We can’t separate ourselves from contractors and they can’t separate themselves from us and when times are harder they automatically depend on those suppliers to come up with the goods still. We all feed off each other so it’s important to maintain those relationships.

HL: We have to work closer with the client than before and act much faster. If you have good relationships you can rely on the client and know each other very well so I know I can rely on this client and you have to help your client, if you go to the job site and see problems you have to step in.

If the clients see you are helping, not only selling or renting to them, then in the long term you will get more business. This is one of the things we have to work on in the future, but it’s not easy.

SB: The biggest challenge in the market is investment verses risk, especially as Harald said about the market shift towards hire. European and global markets are predominately always focussed towards hire, and in the Middle East there’s a huge glut of equipment in the market.

Contractors invested heavily in systems between 2006-2009, and there are a lot of top ups happening from these suppliers that have invested 80% of their fleet in one type of

product and it’s not easy to change systems. The question is how much you want to invest in your hire fleet in a market where there is still a large amount of equipment owned by contractors.

JF: As Stuart mentioned, you cannot take a broad brush approach to every job - look at it on its merits. It’s not just the technical side of things but it’s the commercial aspect, you cannot have one without the other. We’re a business and we’re in business to make profit.

I would suggest that it’s to the benefit of contractors that we make a profit because then we can maintain our services. It’s no good beating somebody down to the bare bone because you’re just not going to maintain that level of service and that’s what we are, we’re a service industry whether it’s a particular period of time in sale or it goes back to rental it’s still a service we have to provide and it’s important we have the capability to provide that. If you look at our part of the job, the process we’re involved in is the concrete, it’s the frame and without the systems in place you’re not going to produce that frame.

So it’s really about getting everything in place, getting the right solutions in place – technical administrative and commercial. It’s almost like the old adage: a good job is when you win it, you service it, and you get paid.

If you get all three, it doesn’t matter if it’s big or small, that’s a good job.

SB: In a sensible market.

The discussion was held at MCafe, at the Media One, Dubai Meedia City.

Supplier feature | selling green

Selling green The Big Project meets two people tasked with promoting money saving, green products to a market fixated on price and deadlines

S

aravanan Shekargana, senior consultant of Al Zubair General Trading sells LED lights to a market that often refuses to invest for the benefit of end users With the cost of LED lighting met by consultants and the benefits of lower energy costs reaped by end users, there appears to be little incentive to specify LED lighting in projects.

Adding to this is an influx of poor quality LED lights and lighting fixtures, flooding the market from the far east and threatening the reputation of LEDs as long-lasting, high quality lighting solutions.

“People who are new to the market buy on price rather than brand because they don’t realise that paying a little more for a UK brand rather than an eastern brand, will mean a maintenance free product with a longer life,” says Shekargana.

“For example the price variations between British and Chinese brands can vary by up to 10 times,” he adds.

“Certain customers like to use special products which will last and they are willing to pay to have maintenance free and durable solutions for their project” 58 | www.thebigprojectme.com

LED stands for Light Emitting Diode, a technology that uses semiconductors to produce light. The technology has been around for more than 50 years, originally used as signal lights on a number of products, LEDs are also present in CD players and televisions.

Over the last five years the performance of the products has increased, as have the various applications they can be used for; factors Shekargana says will continue to drive down costs. “If you have experience in the market, you will know the value of getting a branded rather than unbranded product, but when people do not have a lot of knowledge about the products they can only buy on price,” he observes.

Part of Shekargana’s job is to educate potential buyers on the benefits of LED lights; not only by talking about the 50,000 hour,

maintenance-free lifetime of a typical bulb, but also by demonstrating their various applications.

“We show the technicians the products and also explain the benefits of installing them, both economic and environmental.

We also explain that LEDs can be used to provide a unique solution and compliment design,” he adds.

Al Zubair has supplied LEDs to a number of high profile projects - including the Rotana Hotel on Yas Island, Abu Dhabi — concluding form this experience that the higher the profile of the client, the easier it is to sell a sustainable solution. He concludes: “Certain customers, like TDIC, like to use special products which will last and they are willing to pay to have maintenance free and durable solutions for their project.”

supplier feature | selling green

P

er Olav Ramstad Jotun’s regional marketing director for the MENA region promotes the new Jotashield Extreme, a paint which uses reflective technology to reduce indoor temperatures. Jotashield extreme was developed to meet a demand for sustainable products among Jotun’s target markets.

According to the company, the technology used in the paint reflects twice the amount of near infra-red radiation from the sun’s rays than that of ordinary paint, therefore reducing the urban heat island effect; which raises the average temperatures of inner cities by around 4 degrees in comparison to rural areas.

The reflection of heat reduces indoor temperatures in buildings where Jotashield has been used on the exterior; in turn reducing cooling loads and therefore overall energy consumption.

Additionally, reflecting heat and infra-red rays minimises damage to the surface and extends the life of the product. Jotun says it is the only product in the region to achieve significant temperature reduction upon application.

“The idea for Jotashield Extreme originated from our markets’ needs. Sustainability is being driven across all markets and its use will definitely lead to sustainable products being used across all markets to address the challenge of global warming and the urban heat island effect,” explains Ramstad.

The product was developed under Jotun’s R&D remit, which sees the company invest around US $25 million annually on product development.

During testing, Jotashield underwent third party tests which demonstrated that structures treated with the product were 2-7 degrees cooler than those applied with normal paint.

Ramstad says the primary challenge in marketing the product has been a lack of regionwide sustainability standards, but that this also presents an opportunity.

“Sustainability is definitely here to stay and we can see the drive perpetuating itself across the region with the mushrooming of all the green building and sustainability societies in all countries,” Ramstad continues.

“Of course, each country is developing its own standards and therefore there is a lack of a common standardised approach. This is definitely a challenge but also an opportunity, as Jotun has a focused commitment towards providing sustainable products.

ABOVE: Per Olav Ramstad , regional marketing manager.

“Sustainability is being driven across all markets and its use will definitely lead to sustainable products being used across all markets to address the challenge of global warming and the urban heat island effect” “Jotun, due to its own stringent internal quality standards and commitment to sustainability, is able to meet these standards in a feasible manner for all stakeholders,” he concludes.

www.thebigprojectme.com | 59

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Jason Hird, Technical Manager at Gyproc Middle East and a specialist in fire safe lightweight construction, talks about some of the key issues to consider when specifying or planning passive fire protection measures for buildings

T

here is a common misconception when considering drywall systems that fire performance is simply down to the lining board — one layer for 30 minutes protection; two layers for 60 minutes — and that just adding another layer of board will increase the fire performance of a system from 30 minutes to 60 minutes.

Unfortunately it’s not that straightforward.

The performance of any lightweight structure in fire is down to a complex interaction of all of the components of that structure — it is the performance of the weakest component that defines how the overall structure will perform.

The fire performance of a non-loadbearing partition or ceiling can be defined as its ability to withstand exposure to a standard temperature, over a given period of time, without loss of fire separating function. It is divided into two elements: fire insulation, which refers to the ability of the structure to prevent temperature rise to the ‘cold’ face (the face not in direct contact with the flame), and fire integrity, which refers to the ability of the structure to remain intact and therefore prevent the passage of flame.

Components must work together

Whilst the board lining plays a major role in providing fire insulation, integrity is a system issue, reflecting how well the various components work together when exposed to flame/ high temperature. As temperature rises, it is generally not the board itself that fails, but inadequate fixing strength, joint failure, deflection in the metal framing, or more commonly a combination of these factors, leading to system failure.

It is therefore very important when planning fire protection to use systems with high quality components that have been designed to work together and that have been tested as a unit to provide the level of fire performance required.

Fire rating

The fire rating of a partition indicates the length of time a particular structure and its components are able to maintain the required level of both fire insulation and integrity. It is generally quoted in multiples of 30 minutes,

In horizontal membranes it is also necessary to reduce fixing centres to 400mm in order to provide additional support and integrity.

Reaction to fire

Unlike fire performance which indicates how effective a complete structure is in preventing fire spread, Reaction to fire is a measure of the contribution of a particular material to fire growth. ‘Reaction to fire’ ratings are applied to all materials that may be exposed to, and add to, the growth of a fire – such as furnishings, wall linings etc.

Gypsum is best ABOVE: Jason Hird.

“It is the performance of the weakest component that defines how the overall structure will perform” with some very high performance fire walls capable of achieving up to 4 hours of fire protection.

A rating of 30 minutes means the system has proved under test to be capable of providing 30 minutes insulation and 30 minutes integrity.

Even if the system actually achieves 60 minutes insulation, but integrity fails after 30 minutes, the fire rating will be limited to 30 minutes.

Orientation effect

Due to the effect of gravity and the weight of the board, we typically downgrade the performance of a fire-rated partition installed as a horizontal membrane to 50% of the performance of the same partition installed in a vertical position. Thus a 60 minute partition would be rated at only 30 minutes if installed horizontally. Maintaining the same safe level of fire performance would mean increasing the thickness of Gyproc Regular board lining from 12.5mm to at least 15mm.

In terms of fire insulation, systems incorporating gypsum-based board linings have a head start because of the inherent fire resistant qualities of gypsum.

During processing of the gypsum into board, it is converted into CaSO4. 2H2O, or calcium sulphate dihydrate, by the addition of water, which ‘locks’ into the crystals. When exposed to flame, this water is then gradually released, reducing the rate of temperature rise and increasing the fire insulation qualities of the structure.

Firestopper

All joints, open gaps and penetrations for pipes, cables etc must be fire-stopped such that the system retains its original fire-rated condition.

The most popular method of fire-sealing involves the use of intumescent components which, when exposed to heat, will swell to up to 10 times their original size of volume, thus effectively sealing any gaps and preventing flames or gases from passing through the partition.

Typical products include intumescent mastics for sealing around small diameter pipes etc, special pipe collars for larger diameter pipework and intumescent blankets that can be used to seal around cable trays and larger penetrations.

Fire protection is one of the biggest issues with any building project, and needs to be carefully considered from the very earliest stage of design to ensure that only products which have been thoroughly tested and certified to international standards are specified.

www.thebigprojectme.com | 61

SUPPLIER COMMENT | JASON HIRD

Fire Away

Suppliers in the spotlight A round-up of the latest news and announcements from industry suppliers in the Middle East

White Aluminium Extrusion LLC

Mannai Heavy Equipment Division

Jotun Paints

Awards for joint venture

Large delivery made to Qatar

Masharie LLC and White Aluminium Enterprises LLC have jointly announced the accomplishment of several industry recognitions including the ISO 9001:2008, QUALICOAT and Jotun PE-SDF Approved Applicator Certification.

The investment companies were awarded in recognition of their establishment and maintenance of a highly effective and efficient quality management system of joint venture White Aluminium Extrusion LLC. SGS Group, a global leader in independent testing and assessment services, awarded the certificate to the companies after a comprehensive ISO 9001:2008 series of audits by the Jotun technical team.

“Our success in achieving these goals reflects the tremendous dedication and teamwork of our employees and other key stakeholders,” Khalfan Al Suwaidi, Managing Director, White Aluminium Extrusion LLC, said.

White Aluminium Extrusion has also obtained the ‘Jotun PE-SDF Approved Applicator’ certification following a thorough assessment of its vertical powder coating system, processes and products as a result of its modern and state-of-the-art vertical powder coating line. The certification has placed White Aluminium Extrusion among the ranks of Jotun’s ‘Approved Applicators’, which is widely circulated to architects, consultants, traders and fabricators across the Middle East and the companies plan to continue investing.

Mannai Heavy Equipment Division (HED), a member of Mannai Automotive Group, has delivered 20 brand new construction machines for use in its Qatar projects.

The delivery which covered various brands including JCB crawler excavators, wheeled excavators, long reach excavators, backhoe loaders; and Mitsubishi graders, was handed to Boom Construction Company.

“Our clients will be delighted to know that our diverse range of heavy equipment from Mannai HED will greatly benefit us with increased productivity and profitability,” Gamal Deeb, Boom Construction Co.’s plant and equipment manager.

Mannai HED, which offers a wide range of JCB products including wheel loaders, crawler excavators, telehandlers and vibratory compactors also delivered the recently launched ECCO JCB Backhoe Loaders industry.

Luigi Rubinacci, HED general manager said he was very proud to deliver the machinery.

“The order represents one of the largest from the construction industry and once again this demonstrates the high quality of our wellknown products which continue to be appreciated by customers, mainly, because of our diversified product range along with excellent and dedicated after sales support,” he added.

Mannai HED completed delivery of five new school buses for MES Indian School last year and 19 units of Elgin Whirlwind Sweeper to Abu Hamour, Qatar in 2009.

Jotun Paints has introduced its ‘Green Single Source Solution’ concept across Egypt’s estimated multi-billion dollar construction sector.

The solution is part of Jotun’s initiative to provide a holistic approach to energy efficient, high quality and cost-effective, paints and coatings solutions, which have low volatile organic compounds (VOCs), to reduce impact on people’s health and the environment.

“Egypt is currently experiencing rapid growth and development in its construction sector, with investments expected to grow to around US$ 7.3 billion by 2015,” said Tor Hatlo Johansen, general manager, ElMohandes Jotun Egypt.

According to Jotun senior executives, the increasing number of construction and development projects in Egypt is accompanied with the call to implement more green building policies and guidelines.

The company believes paints and coatings to be used in such projects will leave less of a carbon footprint and offer durability, high-performance, energy efficiency, and a strong capacity to minimise impact on air quality.

“Developers are now hiring architects and consultants with local experience and knowledge of designing and constructing energy-efficient and sustainable projects.

“The three things at the top of everyone’s agenda are sustainability, efficiency and cost,” Johansen said.

The National Centre for Research and Construction has extended an invitation to Jotun to become one of its members.

62 | www.thebigprojectme.com

environment-friendly solutions for Egypt

US$7.3bn ESTIMATED VALUE OF EGYPT’S CONSTRUCTION INDUSTRY BY 2015

Sontay

Relicta Design

MAPEI

First building control catalogue launched

Aeronautic interior designers targets ME and Asia

New range of waterproofing solutions

Global field controls, measurement and peripherals supplier Sontay, has launched the first edition of its Middle East catalogue featuring a range of products for building control applications in the region.

The catalogue showcases SonNet, Sontay’s new series of wireless temperature, humidity sensors; TT-1000, a space temperature sensor designed to meet building owners’ and architects’ exacting standards; the new self-calibrating CO and CO2 sensors; and the new compact terminal valves and actuators.

Sontay Middle East, which works closely with staff from its UK head office, continues to forge OEM relationships, highlighted by the catalogue’s introduction of a new inverter drive range from Invertek.

“This comprehensive catalogue contains a mix of our core range and specially selected products tailored to suit the Middle East market,” says John Cameron, Sontay’s Middle East sales manager.

“As one of the world’s leaders in building measurement and control peripherals, Sontay is well placed to help its customers with a wide range of innovative, reliable and practical products. This 2011 catalogue spells out how pioneering technologies such as our SonNet sensors and the CO2 monitoring package can meet the demands from installers,” Cameron added.

The company’s management believe all the products in the catalogue can provide outstanding performance, improved functionality, easy commissioning and value for money.

Belgian aeronautic and interior design company, Relicta Design, is looking to launch its concept of using recycled aircraft to make furniture in the Middle East.

Launched in Belgium in 2010, Relicta Design uses old aircraft parts to craft unique items such as chairs and tables.

“The ultimate goal is not to become a global company with a chained production because we want to keep it as unique as possible with the idea of providing our creations and concepts in those parts of the world as well,” said cofounder and general manager Rosario Gallina.

“The Middle East seemed to be the logical next step for us to expand into for many reasons. The people have an extremely exquisite taste for luxurious products and for designed furniture. We definitely noticed it when we came to prospect and we know for sure that we made the good choice by starting to expand outside Europe in this region,” Gallina added.

Gallina confirmed the Relicta Design team was inspired by a passion for traveling both for business and pleasure and a visit to an airplane cemetery in California.

The furniture, which is exclusive to aviation fields, was originally used for private home furnishing before transforming the process into a business. The pieces selected from different aircrafts are re-shaped with the help of engineers. “Our main intention was to re-use the huge amount of metal that represent an aircraft in a nice and useful way. We really thought it was a shame to leave those aircrafts dying in such way,” he added.

Leading global adhesives, sealants and chemical manufacturer, MAPEI has introduced a new range of waterproofing solutions for use both above and below ground.

The roof membranes which address construction waterproofing requirements across the Middle East include synthetic Mapeplan T Mf in flexible polyolefin produced with raw material, mechanically fixed Mapeplan T Mf suitable for all weather conditions and loose laid ballasted Mapeplan T B also in flexible polyolefin.MAPEI’s TPO membranes have also been formulated to help developers acquire LEED certification.

“Waterproofing is a fundamental element in building construction and is a key factor in guaranteeing building integrity. MAPEI has therefore developed a new range of waterproofing solutions that takes into account the distinct requirements of our clients in the Middle East region. They have been engineered to deliver optimum environmental benefits,” said specification consultant, Vince Robinson.

Mapeplan T Mf is also highly UV resistant, mechanical and ‘smart white’ reflectant and believed to reduce roof and internal building temperature by more than 50%.

Other product properties include a distinctive damage detecting signal layer and green building qualities. The manufacturing process of each product has been found to save up to 30% energy through a cogeneration technique while 100% recycled water is used during production; 100% of production waste is recycled, and products use 70% less packaging.

www.thebigprojectme.com | 63

CAREER LADDER SUPPLIER | NEWS | Coryn Hellewell

“The ultimate goal is not to become a global company with a chained production because we want to keep it as unique as possible”

SUPPLIER HOTSEAT | TREMCO ILLBRUCK

Securing contacts

Expanding impregnated PU tape

Leading sealant and building protection manufacturer Tremco has transformed into Tremco illbruck; with a stronger European presence and innovative new products for the Middle East, reports Christine Fashugba

D

espite a significant presence leading the sealants and building protection market throughout Europe, Africa and the Middle East, Tremco – now known as Tremco illbruck – transformed the company’s name in an effort to add to its European presence.

The transformation came about when Tremco’s North America branch – source of all the company’s Middle East supplies – acquired illbruck in Germany.

According to Stuart Wakeham, sales director of Tremco illbrook, the move brought a range of benefits including a head office in Germany transferred from the UK and a larger product range.

“We always had a very strong British, Scandanavian and French company but we never had a business in Germany so illbruck gave us that,” Wakeham says.

“In addition to geographical growth, illbruck brought to us a large range of specialised products, including tapes and expanding PU foams. A range complementary to what we already had,” he continues.

Stoncor – Tremco’s sister company and agent in the UAE – supplies major contractors such as Technical Glass, Alu Nasa and Saudi American on the glazing side along with other glazing companies on a direct basis. illbruck management also runs a factory in Holland as well as two in Germany.

“Tremco has recently made a big investment in the German production facility to support the illbruck acquisition, which has given us a much broader exposure to the market and brought in some quite innovative products.

Most of which there’s a market for in the Middle East,” Wakeham adds.

Many of the products are designed for European building systems and tailored to the

64 | www.thebigprojectme.com

country in which they are used. One product currently in use in the Middle East is the innovative illbruck 600, an impregnated polyeurethane foam. The five millimetre thick foam tape, which can be placed in the space around a window frame or in a precast concrete joint, expands until it fills the gap.

The expansion takes around 10 minutes and once under compression the completely windproof, rainproof and dustproof product will not de-bond.

ABOVE: Sales director Stuart Wakeham.

“We try to keep out of the purely price driven market so we can actually sell a bit of added value”

“Here in the summer an aluminium facade can easily reach 100 degrees. You literally can’t put your hand on it. These conditions age a traditional sealant quite quickly, it’s a very aggressive environment, but our tape will last for 20 or 30 years. It’s pretty much unaffected by the environment,” Wakeham says.

Tremco illbruck began with a permanent sales office based in Dubai in 1993, a period when the construction industry was still basic. However, Wakeham confirms there was still a demand for the manufacturer’s sealants and building protection due to the rife precast construction industry at the time.

“There were few if any regional waterproof membrane manufacturers in existence at that time which meant a huge potential for our liquid PU waterproofing membranes which are still widely specified today,” he says.

Despite the building protection potential Tremco illbruck management saw the real potential in the specialised area of structural glazing.

“There aren’t that many suppliers who are able to supply into that business and we really got in here on the ground floor.

“The big glass buildings that you see everywhere in Dubai today were just starting to take off about that time in 1994, so we had a presence here from that time and it’s resulted in these relationships with companies like Al Abbar, Emirates Glass and Thomas Bennett,” Wakeham recalls.

Wakeham confirms the supplier’s business relationships are not just about sales but technical advice and hands on support.

“We try to keep out of the purely price driven market so we can actually sell a bit of added value. We are really trying to offer something that maybe our competitors can’t and differentiate ourselves,” Wakeham concludes.

The region’s leading sustainability magazine

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To advertise please contact: LIAM WILLIAMS Associate publisher Email: liam@cpidubai.com Tel: +971 4 440 9158

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www.buildgreen.ae

CAREER LADDER | ABB

Multi-million dollar man World-wide power and automation group ABB has promoted Juha Alopaeus to head of the company’s Qatar operations

I

am really looking forward to helping our customers understand the possibilities that technology can bring to ensure the success of the many opportunities ahead.”

After 13 years with power and automation group ABB, Juha Alopaeus knows exactly what those opportunities are.

“Whether it is the World Cup in 2022, the development of rail or to maximise the efficiency and competitiveness in the oil, gas and petrochemical industry,” he adds.

Previously working with ABB in Finland and Germany, holding global senior management positions for almost a decade, Alopaeus replaces Johan deVilliers, former local division manager for power systems in the Gulf, who has taken a new position within ABB that will see him responsible for managing its power systems business, from ABB’s Abu Dhabi base.

Effective from July 1, the appointment makes Alopaeus ABB’ss country manager and CEO of ABB LLC in Qatar.

“Throughout his career at ABB, Juha has had a customer focus that has resulted in innovative approaches to the market and new solutions for our customers,” says Frank Duggan, head of global markets and region manager for India, the Middle East and Africa.

“He brings to the table a global approach that we believe will not only benefit ABB in Qatar but the Country as a whole as it continues to grow and diversify,” Duggan continues.

Powering on

The news comes in the same week ABB announced a string of multi-million dollar contracts throughout the GCC. The first, an order worth more than $30 million from Saipem S.p.A. and Samsung Engineering Co., Ltd will see the technology group provide a range of power and automation equipment for a natural gas processing plant in Abu Dhabi, the United Arab Emirates.

The plant is located in the Shah natural gas field 180 kilometers southwest of Abu Dhabi city, and has a daily production target of one billion cubic feet of sour gas. Abu Dhabi is developing its sour, or high sulfur, gas reserves as domestic power consumption soars. The hydrogen sulfide content of the gas must be reduced to acceptable levels before it can be used.

66 | www.thebigprojectme.com

ABOVE: Juha Alopaeus.

”Juha has had a customer focus that has resulted in innovative approaches to the market and new solutions for our customers” Combining the capabilities of ABB Italy and ABB South Korea the group will supply low voltage switchgear, intelligent motor control units and variable frequency drives.

“This order is the end result of a successful ‘One ABB’ collaboration between different local teams,” said Tarak Mehta, head of ABB’s Low Voltage Products division.

“ABB technology for remote control systems is crucial in order to ensure the functionality and the integration of low-voltage switchgear in modern production plants,” he continues, citing the safety of personnel and equipment reliability as key issues in the delivery of the contract.

A second contract worth $15 million was announced on the same day with Japanese manufacturer Torishima Pump. Booked for Q2 2011, it will provide turnkey electrical control and instrumentation solution for a new pumping station under construction in Saudi Arabia.

Due for completion in 2013, ABB’s solution includes the electrical balance of plant, field

instrumentation and the distributed control and communication systems for the pumping station, which will be located at the Al Baha end of the pipeline. ABB is responsible for the design, engineering, supply, installation, commissioning and training for the technologies being supplied.

It will be capable of transferring 80,000 cubic meters of potable desalinated water per day along a 217 km pipeline between the cities of Al Taif and Al Baha, where it will be connected to the local water network for distribution throughout the province of Al Baha.

Further work in Saudi Arabia, which totals $114m will see ABB collaborating with Saudi Electricity Company (SEC), Saudi Arabia’s national power transmission and distribution operator, to construct new substations and upgrade existing ones to help address the growing demand for electricity in the region.

In addition to upgrading substations in Riyadh and Hail, ABB will be responsible for the engineering, design, supply, installation and commissioning of a new 380/230 kilovolt (kV) substation in Wasit to facilitate power supplies in the Eastern region.

It will also build the Roikbah 132 kV substation (east Najran) to help ensure that the Medical City in Jizan receives uninterrupted power supplies. A second 132kV substation in Buriadah, central Saudi Arabia will help SEC better serve the city. ABB will also undertake the expansion of the Jizan Central and South Khamis Imshate substations.

Juha Alopaeus’ career to date: ABB LLC Qatar: CEO / country manager, July 2011 ABB Oy: Group vice president , October 1998 – December 2007 Outokumpu: Project manager / engineering manager, November 1992 – October 1998 Projekti –Insinöörit: Project manager, November 1987 – October 1992 Strömberg Oy: Electrical design engineer, January 1986 – October 1987

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Project name Barwa Al Khor City Project Project number: OPR471-Q Territory: Qatar Client name: Barwa Al Khor Company (Qatar) City: Doha Postal/ZIP code: 27777 Country: Qatar Phone: (+974) 499 8888 Fax: (+974) 499 8801 Budget: $8,000,000,000 Description: Development of Barwa Al Khor city comprising villas and townhouses, terraces, flats and mixed-use areas, 2 sprawling hotels - one being a five-star and the other four star, a superior shopping mall, 4 top schools, 250,000 square metres of office space, a mosque and an international golf course, including amenities such as a clinic, library, information centre, public and private beaches.

Period: 2015

Remarks: This project is in Qatar and will cover

an approximate area of 5,459,168 square metres.

The scheme anticipates offering 24,114 units as homes to the elite with 5-star quality services to surround them. The development will showcase fine architecture that merges unobtrusively with the beautiful environment.

The developing homes are set to accommodate a massive population of 60,000 people. The location of the site will offer a panoramic view of the city of Al Khor. A marina has been exclusively built in to the project in order to celebrate the natural harbour that Al Khor possesses. In order to uphold the client's commitment to offer 360 degree solutions to those who occupy living spaces designed and built by them, they have also provided a range of sporting facilities in the scheme. UAE-based Rubber World Industries (RWI) has been awarded an estimated $11,000 contract to supply rubber insulation and adhesive products for this development. RWI will provide rubber insulation tubes and tapes that are

environmentally friendly, cost effective and ready to use with minimal wastage.

Local Urban Planning & Design Authority (UPDA) has been appointed as the mechanical, electrical and plumbing (MEP) consultant.

Tender categories: Hotels, housing projects, leisure

Project name Mesaieed Steel Melt Shop Project Project number: MPP2500-Q Territory: Qatar Client name: Qatar Steel Company (QASCO) City: Doha Postal/ZIP code: 50090 Country: Qatar Phone: (+974) 4477 8778 / 4477 8478 Fax: (+974) 4477 1424 / 4477 1888 Email: info@qatarsteel.com. qa Website: http://www. qatarsteel.com.qa Budget: $500,000,000 Description: Engineering, procurement, installation and commissioning (EPIC) contract to build a steel

News

Qatar

XXXXXXXX MENA PROJECTS | XXXXXXXXXX | TENDERS

TENDERS

The latest tenders and project updates for developments in MENA region

melt shop with capacity of 1.1 million tonnes a year (t/y) in Mesaieed Period: 2013 Remarks: This project is in Qatar. The plant will be built next to the existing steel plant in Mesaieed.

Scope of work includes the installation of 7,000 tonnes of equipment, stretched out over 20,000 metres of plant area. Client has invited interested contractors to submit pre-qualification applications by July 11, 2011 for the EPIC contract.

The Austria-based division of German technology firm Siemens VAI has been selected to provide technology for the melt shop. Siemens will provide a 110-tonne electric arc furnace, a 110-tonne ladle furnace and a six-strand, high-speed billet caster.

Germany's Inteco has been appointed as the consultant and project manager on this scheme. Client expects the melt shop to be commissioned in first quarter of 2013.

Main consultant: Inteco Group (Germany) Project manager: Inteco Group (Germany)

ESTIMATING AND PROJECT CONTROL www.thebigprojectme.com | 69

MENA PROJECTS | TENDERS

Tender categories: Industrial and special projects

Project name Al Khor Mall Project Project number: OPR470-Q Territory: Qatar Client name: EMKE Group (Abu Dhabi) City: Abu Dhabi Postal/ZIP code: 4048 Country: United Arab Emirates Phone: (+971-2) 642 1800 Fax: (+971-2) 642 1716 Email: headoffice@ ae.lulumea.com Website: http://www. emkegroup.com Budget: $55,000,000 Remarks: This project will be located in the densely populated residential area at Al Khor in Qatar. UAE-based Rubber World Industries (RWI) has been awarded an estimated $11,000 contract to supply rubber insulation and adhesive products for this development. RWI will provide rubber insulation tubes and tapes that are environmentally friendly, cost effective and ready to use with minimal wastage.

Local Arab Engineering Bureau has been appointed as the mechanical, electrical and plumbing (MEP)

consultant.

MEP and Supplier: Arab Engineering Bureau (Qatar), Rubber World Industries L.L.C (Ajman) Tender categories: housing projects; leisure

UAE Project name Jet-Fuel Pipeline Project - Jebel Ali Project number: MPP2501-U Territory: Dubai Client Name: Emirates National Oil Company ENOC (Dubai) City: Dubai Postal/ ZIP code: 6442 Country: United Arab Emirates Phone: (+971-4) 337 4400 Fax: (+971-4) 313 4202 Website: http://www.enoc. com Budget: 150,000,000 Description: Construction of 62-kilometre pipeline, including six to seven storage tanks for an oil company Period: 2013 Remarks: This project will be located at Jebel Ali in

Dubai. Five contractors have been submitted commercial bids for the main construction contract. They are local Arj Engineering, Sicon Oil & Gas, Athens’ Consolidated Contractors Company, Indian’s Dodsal and Punj Lloyd. A contract award is expected by mid of July 2011. The execution time for the scheme is expected to be about 15 to 16 months and will take more than 20 months to complete.

Tender categories: Hydrocarbon processing, storage and distribution oilfield development

Saudi Arabia Project name Onshore & Offshore Upgrade Project Project number: MPP2496SA Territory: Saudi Arabia Client name: Al Khafji Joint Operations - KJO (Saudi Arabia) City: Al Khafji 31971 Postal/ZIP code: 256 Country: Saudi Arabia Phone: (+966-3) 765 2000 Fax: (+966-3) 765 5148 / 766 2934 Budget: 600,000,000

ESTIMATING AND PROJECT CONTROL 70 | www.thebigprojectme.com

Description: Engineering, procurement and construction (EPC) contracts for the implementation of onshore and offshore upgrade project for an oil company.

Period: 2014 Remarks: Client has extended the deadline to submit bids for the EPC contracts for both packages from the previous deadline of June 06, 2011 in order to give pre-qualified contractors more time to formulate commercial and technical bids. This project is in the Neutral Zone, an area shared between Saudi Arabia and Kuwait as the border is not properly defined. For the onshore package, the scope of work includes construction of a crude and gas treatment plant, gas and natural gas liquids collection and distribution facilities, with associated onshore gas facilities. The offshore package includes demolition and replacement of existing offshore platforms, laying of a 50-kilometre pipeline to the onshore facilities, as well as monitoring stations.

At least seven contractors are interested in submitting bids for both packages.

Project name Onshore & Offshore Upgrade Project Project number: MPP2496SA Territory: Saudi Arabia Client name: Al Khafji Joint Operations - KJO (Saudi Arabia) City: Al Khafji 31971 Postal/ZIP code: 256 Country: Saudi Arabia Phone: (+966-3) 765 2000 Fax: (+966-3) 765 5148 / 766 2934 Budget: 600,000,000 Description: Engineering, procurement and construction (EPC) contract for upgrading of facilities to increase crude and gas production.

Period: 2014 Remarks: Submission of bids have been extended from the previous deadline of June 12, 2011. This project is in the Neutral

Zone, shared between Saudi Arabia and Kuwait.

Work has been divided into two packages onshore and offshore.

The onshore package includes construction of a crude and gas treatment plant, gas and natural gas liquids (NGL) collection and distribution facilities, with associated onshore gas facilities. The offshore package includes demolition and replacement of some existing offshore platforms, laying of a 50-kilometre pipeline to the onshore facilities, as well as monitoring stations. Client has released the tenders for the EPC contract. At least 12 EPC contractors are understood to be bidding on the packages, with some bidding for both and others just bidding on either the offshore or onshore section.

Companies looking to bid include: - South Korea's Daelim onshore package.

- South Korea's GS Engineering & Construction - onshore package.

- South Korea's Hyundai Heavy Industries - both packages.

- US' J Ray McDermott offshore package.

- India's Larsen & Toubro both packages.

- UK's Petrofac - both

packages.

- Italy's Saipem - both packages.

- South Korea's Samsung Engineering - both packages.

- China's Sinopec - onshore package.

- Canada's SNC Lavalin both packages - Italy's Techint - onshore package.

- France's Technip - both packages.

Contract awards are expected in the third quarter of 2011. Work is expected to take (36) months, with completion due by the end of 2014.

Tender categories: Hydrocarbon processing, storage and distribution oilfield development

Oman Project name Nimr G & Karim West Enhanced Oil Recovery Project Project number: ZPR368-O Territory: Oman Client name: Petroleum Development Oman (PDO) City: Mina Al Fahal Street, Muscat 113 Postal/ZIP code: 81 Country: Oman Phone: (+968) 2467 8111 Fax: (+968) 2467 7106

Budget: 96,000,000 Description: Engineering, procurement and construction (EPC) contract to undertake an enhanced oil recovery (EOR) scheme at Nimr G and Karim West oilfields in order to prevent declines in production.

Period: 2014 Remarks: This project is in Al Wusta region of Oman.

It is part of the client's plan to develop smaller fields along with enhanced oil recovery schemes in order to prevent declines in production. Local Galfar Engineering & Contracting has been appointed as the EPC contractor.

Contact Person: Mr. S.K. Khuntia (Project Manager) Tel: (+968) 2452 5260.

Engineering works are expected to commence in July 2011. Construction work is anticipated to commence in December 2011. The project is due for completion in second quarter of 2014.

Main contractor: Galfar Engineering & Contracting S.A.O.G (Oman) Tender categories: Hydrocarbon processing, storage and distribution oilfield development

ESTIMATING AND PROJECT CONTROL www.thebigprojectme.com | 71

MENA PROJECTS | TENDERS

Work is expected to take 36 months, with completion due by the end of 2014.

Tender categories: Hydrocarbon processing, storage and distribution oilfield development

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AUGUST

DIARY Times Realty Durban Date: August 14-15 Held in Durban, South Africa, this property exhibition for builders and developers from all over India showcases their latest projects and financial institutions.

Shanghai International Construction Materials Date: August 17-20 This is the 22nd Shanghai International Construction Material and Indoor Decoration Exhibition.

The show focuses on energy-saving, water-saving, landsaving, materials-saving and environmental protection.

The exhibition contains all parts of construction materials; energy-saving and insulation materials, roof systems, solar energy.

IndiaMART - India International Build Expo Chennai Date: August 19-21 Organised by Prompt Tradefairs (India ) Pvt Ltd, the three day show is held at Chennai Trade and Convention Centre, Chennai, Tamil Nadu, India. The company also organises around 41 trade shows, covering industries including construction, interiors, education, health and consumer durables and products. It works from operating centres in Chennai and Coimbatore.

Concrete Show South America Date: August 31 – September 2 Showcases concrete technology, with numerous national and international exhibitors displaying products and innovations set to rule the future construction industry.

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TEA BREAK | FM and design

Get involved: Visit: www.thebigprojectme.com Follow us on Twitter: METheBigProject Become a group member on LinkedIn Or become a fan on Facebook: Thebigproject

Your Shout

This month, officials at the US Green Building Council announced that the 508-metre Taipei 101 has achieved platinum LEED certification. Ahead of a full analysis next month, we asked our online readers for their top design and construction tips to increase the efficiency of buildings at no extra cost...

Username: Ayn Riggs

My tip would be to use recycled paint, rather than new. It costs less than new paint, and is much more effective than any virgin “green” paint on the market as well.

User name: Chris Murphy

People use recycled paint to save money. However, they make this by combining any and all latex based or acrylic paints together.

The problem is that these products often cannot supply an MSDS sheet and if a person were to get sick as a result, a health professional would have no access to an ingredients list, but I may be wrong.

This sounds great in theory, but the indiscriminate use of unlabeled and unreported toxic chemicals in latex paints has created an epidemic in asthma and allergy responses as well as a significant risk of cancer for painters.

In all my experience in this matter I would very politely say that this is one of the most well intentioned but uninformed green solution a person could implement if the health and safety of their family or co-workers or pets is a concern at all.

Don’t feel bad either about it, because people go and spend $60 per gallon on low and zero voc

environmentally friendly paint and think that it will protect their health.

If your recycled paints have third party performance tests that say they are better and safer and you can supply an MSDS sheet then I stand corrected.

Username: Stanton Orelove

Insulated Concrete Forms construction supplants frame or CMU (block) with superior energy savings going forward.

This construction methodology adds to LEED rating points in three different categories.

Username: Carl Seville

keep it small and simple, pay attention to the sun and climate, take advantage of natural ventilation, reduce phantom loads, and teach the occupants how to manage the building for efficiency

Username: Kria Lacher Technically oriented solutions are only part of the solution in my opinion. We also need to talk about how we use energy and how to reduce that. There is not a one solution to fit all.

There is no such thing since everyone has different parameters to consider such as climate and budget etc.

74 | www.thebigprojectme.com

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“There is enough cultural and social awareness about BIM that it will eventually become part of our daily work process. Tekla has been BIM even before the name was created. And with its sound position in the automation back-end of the construction process, Tekla is on the leading edge of innovation.�

- Professor Charles M. Eastman Director, Ph D Program for the College of Architecture at Georgia Tech, US

TEKLA WAS BIM BEFORE BIM WAS INVENTED Bob, Steel Fabricator

Dave, Precaster

Ellen, Structural Engineer

Professionals of various disciplines working in a construction project are faced with the challenge to communicate and agree on the design in detail. They need a tool that enables effective centralization and control of all stages. Sharing the Tekla model allows them to stay in the building information loop, real-time.

Tekla Structures BIM (Building Information Modeling) software provides a data-rich 3D environment that can be shared by contractors, structural engineers, steel detailers and fabricators, and concrete detailers and manufacturers. Choose Tekla for the highest level of constructability and integration in project management and delivery.

John, General Contractor