Big Project ME March 2015 by Big Project Middle East

MARCH 2015

108

ALSO INSIDE torch tower blaze waste management structural engineers faĂ&#x2021;ades light up

LOGISTICS LEADS THE WAY Logistic firms are stepping in to get contractors their materials and supplies on time â&#x20AC;&#x201C; no matter the distance or the risks

CONTENTS

PAGE 22

Big Project ME visits the Hyatt Regency Dubai Creek Heights.

MARCH 2015 08 the big picture Damac to builD tropical rainforest in Dubai Akoya Oxygen development to house the first ever rainforest in the gcc

12 News ANAlysis no smoke without fire big project Me investigates whether fire safety measures are still lacking

16 iN prOfile the structural scientist Jerusha sequeira interviews Andrea scotti, Abu Dhabi director for burohappold, on how structural engineering brings projects to life

22 site visit the long builD gavin Davids pays a visit to the hyatt regency Dubai creek heights ahead of its long awaited March opening

28 speciAl fOcus - lOgistics logistics leaDs the way big project Me finds out how logistic firms are helping contractors deliver their projects in high-risk and hard-to-reach areas

36 speciAl repOrt - sAfety heaD for heights Jerusha sequeira reports from ipAf on how contractors can improve worker safety at heights

40 iN fOcus - fAcADes lighting up gavin Davids finds out that natural light is having a major impact in shaping modern facade design

44 prOJect review - pAlAce resiDeNces labour of love big project Me travels to Jordan to discover that building high-end luxury homes in Amman is quite the challenge

54 sustAiNAbility fOcus - beeâ&#x20AC;&#x2122;Ah nothing to waste fahad shehail, cOO of beeâ&#x20AC;&#x2122;ah, outlines how his company is changing the way waste management is done in the gcc

64 cONstructive criticisM5 sauDi

MARCH 2015

MIDDLE EAST

thirst for knowleDge David clifton on the need for professional training and development

INTRODUCTION

MEconstructionnEws.COm

Sound the alarm

Group Chairman and Founder Dominic De SouSa Group Ceo naDeem HooD Group Coo Gina o’HaRa

puBLiShinG direCtor

The fire that swept through The Torch Tower in the early hours of a February morning was a stark reminder of how much more needs to be done when it comes to fire safety in the region. While there have been tremendous advancements in terms of the fire and life safety systems being installed in buildings, there are still gaping holes in the way we look at fire safety. During a conversation with Matt Kitson, regional director of Hilson Moran Qatar, he mentioned something that I thought was hugely overlooked when we discuss fire safety. While local civil defence forces check on sprinkler systems and egress routes, Kitson points out that that same thoroughness isn’t applied to the building materials used on-site. He calls on government authorities to do more to police the installation of materials on-site, on every job. Given that we’re talking about people’s lives here, I can only agree with him. As a city, we’ve been incredibly lucky with the last two major fires – both Tamweel and The Torch Tower could have been far worse than they were. It’s perhaps a testament to the quality of the systems in place that they weren’t. But, as Kitson emphatically states, “That façade should not have burnt. Period. Something has gone fundamentally wrong there.” Perhaps it’s time for a government task force to be created to ensure that regulations and testing are carried out on-site and that the materials used are up to the standards that they say they are certified to. Of course, this will be difficult to implement and will consume a lot of resources and manpower, but when the alternative is millions of dollars in damage and a potential catastrophe in terms of human life, I think it’s a cost worth bearing. Qatar has already learnt this brutally harsh lesson and has implemented some of the most stringent fire safety measures in the region. Do we in the UAE really need to have something as awful as that happen before we do the same?

RaZ iSLam raz.islam@cpimediagroup.com +971 4 375 5471 editoriaL direCtor ViJaYa cHeRian vijaya.cherian@cpimediagroup.com +971 4 375 5472 eDiToRiaL editor GaVin DaViDS gavin.davids@cpimediagroup.com +971 4 375 5480 reporter JeRuSHa SeQueiRa jerusha.sequeira@cpimediagroup.com +971 4 375 5477 SuB editor aeLReD DoYLe aDVeRTiSinG CommerCiaL direCtor micHaeL STanSFieLD michael.stansfield@cpimediagroup.com +971 4 375 5497

maRKeTinG marKetinG manaGer LiSa JuSTice lisa.justice@cpimediagroup.com +971 4 375 5498

DeSiGn art direCtor Simon coBon ciRcuLaTion & PRoDucTion diStriBution manaGer SuniL KumaR sunil.kumar@cpimediagroup.com +971 4 375 5476 produCtion manaGer ViPin V. ViJaY vipin.vijay@cpimediagroup.com +971 4 375 5713

DiGiTaL diGitaL ServiCeS direCtor TRiSTan TRoY maaGma

PuBLiSHeD BY

MIDDLE EAST

Gavin Davids Editor

MARCH 2015

While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

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Fire-safety procedures functioned “as planned” during a blaze at The Torch building in Dubai, the developer said, amid claims by some residents that alarm systems did not immediately sound.

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As many as 101 apartments at The Torch building in Dubai were still inaccessible a few days after the

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fire at the building, its insurer said.

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READER POLL

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To what extent does your company use BIM when working on a project?

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Amazing time-lapse video gives new view of Dubai British filmmaker Rob Whitworth was granted special access to make this time-lapse video of some of Dubai’s most awe-inspiring buildings. See videos at: meconstructionnews.com/videos

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THE BIG PICTURE

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Green attraction The rainforest is expected to be a major attraction at Expo 2020.

Damac to builD Gcc’s first tropical rainforest in akoya tourist attraction is expected to Be completed By 2019 to tie in with expo 2020 Developer Damac properties has announced that its upcoming akoya oxygen development will house the middle east’s first “tropical rainforest”, to be completed ahead of expo 2020. the project is being positioned as a tourist attraction as the city gears up to host 20 million visitors a year by 2020. the Dubai rainforest will be located next to the trump World Golf clubhouse, and will be open to residents and visitors to the akoya by Damac community. the rainforest is expected to be complete by 2019, Niall mcloughlin, senior vice president at Damac, told Big project me. “as we develop the project further, we will be releasing more details on the detailed design and construction,” he added. “Dubai is known around the world for attracting the biggest and best and the Dubai rainforest joins that list of unique attractions which will support

Damac Figures n $937 million – net profit in 2014

n $641.5 million – net profit in 2013

n 46% – net growth from 2013 and 2014

n $2 billion – revenue in 2014

n $1.2 billion – revenue in 2013

n 64% – revenue growth from 2013 to 2014

the growth of the city,” said Ziad el chaar, managing director of Damac. “the Dubai rainforest will fit perfectly into the ethos of akoya oxygen – the greenest community in Dubai – and provide a new space for education and cultural events which will raise awareness of this exciting ecosystem.” the rainforest will be housed in a dome in the akoya oxygen development, and the rainforest environment “will be fully recreated with many plants species integrated into the iconic dome structure”, the developer announced, adding that it is working with amazonian rainforest experts to bring the project to life. “We are currently working with experts in the field to ensure that the project is true to life, while ensuring the highest standards of environmental protection. it will include many of the fauna and flora experienced in

tropical rainforests, which will be cared for by experts utilising the most environmentally-friendly practices in the market today,” mcloughlin said. in February 2015, Damac announced that its profit figures in 2014 had increased by 46%, as compared to 2013’s figures. it attributed this growth to the completion of 3,553 homes in eight projects over the course of the year. the projects include the five apartment blocks in the Business Bay district, two buildings on lakeside in the international media production Zone and its first international development – al Jawharah in saudi arabia. the developer said that net profit had grown to $937 million from $641.5 million. revenue grew by 64% to $2 billion from $1.2 billion in the same time period. the company is now listed on the Dubai Financial market, following its launch in January of 2015.

MIDDLE EAST

Big project me probes the possible causes behind the torch tower blaze – Page 12

MARCH 2015

THE BIG PICTURE

alec wins $1.1 billion worth of contracts in 2015 uae-Based contractor says contracts include four developments in duBai alec says it has won contracts worth $1.1 billion over the last three months, including work at the luxury Bulgari resort Hotel in Dubai. the Uae-based contractor, a subsidiary of the al Jaber Group, says the contracts include four landmark developments in Dubai. one is a $380 million contract for the planned five-star Bulgari Hotels and resorts, which will also include a marina, being built on the Dubai coastline and scheduled to open in 2017. the contract was awarded by realestate firm meraas Development, which has an agreement with Bulgari to build the hotel. the development will be “sculpted in the shape of a titanic seahorse”, according to promotional literature. meraas also awarded alec a

$327 million contract for “Wharf retail construction Works” at the new Bluewaters development in Dubai, the contractor said. other wins for alec include a $272 million contract for work at the residences at marina Gate development in Dubai. “alec will be collaborating with its related businesses, alemco (mep business) and alec FitoUt, on the first two towers of this development, recently awarded by select Group,” the contractor said. alec was also awarded work on the second phase of the Dubai Festival city mall extension by alFuttaim Group real estate. meanwhile, Barry lewis, the managing director of construction at alec, told Big project me that there

aLec contracts n $380 million – bulgari resort hotel and resort

n $327 million – wharf retail construction works

n $272 million – residences at Marina gates

was too much “hype” in the Gulf construction industry and too little realism over project-delivery timelines. the region has seen a surge in project announcements, and there is positive sentiment in the market over events like the Dubai expo 2020 and the World cup in Qatar. But contractors will only start getting busy once such projects are finalised and approved, cautioned lewis. “there’s a lot of talk and hype in the market, but there’s not that much conversion at the moment. “i think people have to be realistic about the timeline of delivery. many projects have been launched, but they still need to go through the design development phase before it hits the contractors,” he added. hiGh-price builDinG The $380 million Bulgari Hotel and Resort contract is one of the $1.1 billion in contracts won by ALEC.

MARCH 2015

MIDDLE EAST

Big project me talks to andrea scotti, abu dhabi director of burohappold engineering – Page 16

THE BIG PICTURE

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winter is cominG Qatar will hold a winter World Cup following a decision by a FIFA task force.

Qatar 2022 worlD cup likely to be helD in winter decision to host the tournament in winter to have major repercussions Qatar is likely to host a winter World cup after a FiFa task force looking into dates for the event recommended that a shorter football tournament be staged between the months of November and December 2022. sheikh salman bin ebrahim al khalifa, the head of the asian Football confederation, confirmed the news and said that all options will be reviewed at the FiFa meeting in march 2015. the final decision about dates for the tournament are expected to be ratified by the world football body’s executive committee. “some people have concerns, but whatever decision you’re going to take will have some questions about it,” sheikh salman said after a meeting of the task force. “But we need to look at the overall benefit of everybody.” “the outcome of the discussions is also a proposed reduced competition days schedule, with the exact dates to be

Qatar worLD cup n 50°c – average summer temperatures in Qatar

n 86,250 – expected capacity for world cup final stadium – lusail iconic stadium

defined in line with the match schedule and number of venues to be used for the 22nd edition of football’s flagship event,” a FiFa statement on its website said. the decision comes after a six-month consultation process by the task force, the statement added. various proposals for alternative dates in June and July were also discussed and assessed at the three task force meetings held by representatives of international football. Despite extensive discussions and objections raised by representatives of the domestic leagues about the impact the decision would have on their leagues, it was concluded that a November/December tournament was the only viable option. “Given that the two bidding cities for the 2022 Winter olympics – almaty (kazakhstan) and Beijing (china pr) – pledged recently to host the winter games from 4 to 20 February 2022;

that the month of ramadan begins on 2 april in 2022; and that consistently hot conditions prevail from may to september in Qatar, the only remaining effective option is the November/ December window. For legal reasons, the 22nd edition of the FiFa World cup must be played within the calendar year 2022,” the statement said. “the proposed event dates have the full support of all six confederations. the proposal will be discussed at the next meeting of the FiFa executive committee, scheduled to take place at the Home of FiFa in Zurich on 19 and 20 march 2015.” there are no plans to reduce the size of the tournament from 32 teams or 64 games, but the tournament will see its timeline in terms of days reduced. should the decision be ratified in Zurich in march, it is likely that FiFa will face considerable opposition from the major european leagues and clubs.

MIDDLE EAST

Big project me finds out how logistic firMs deliver to high-risk construction sites – Page 28

MARCH 2015

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NEWS ANALYSIS

MARCH 2015

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NEWS ANALYSIS

NO SMOKE WITHOUT FIRE

After a major blaze gutted the Torch Tower in late February, the debate over fire safety has again become front-page news. Jerusha Sequeira investigates whether the lessons from Tamweel have actually been heeded

“The problem ThaT we’ve seen wiTh Tamweel and The Torch is more relaTed To façade maTerials and The appropriaTeness of The façade maTerials”

facade issues The facade materials used on the Torch could have caused the spread of the fire.

“There’s always a need for additional education and awareness from all stakeholders of their role in fire safety in a building,” says Garald Todd, head of fire and life safety – Middle East at consultancy firm WSP. “From a government point of view, there’s a really strong focus from the top all the way down of the importance of fire safety. They’re very proactive in it. I think the challenge that we face out here is the pace of progress and the number of stakeholders involved that don’t necessarily understand their role in fire safety.” When asked if the Dubai Marina in particular presents any unique challenges with regard to fire safety, Todd says he doesn’t think so, apart from the high population density of the area. “The challenge that you see in the Marina area is that it’s just a densely populated area in terms of high-rises. But these buildings are built with high-rise provisions, so once you’d see 23 metres in height, you have to put in a number of protective features inside the building that otherwise you might not have to put in. So there isn’t anything that makes a high-rise building less safe than a low-rise building. “There aren’t very many old buildings down there [in the Marina], so pretty much every building that I can think of will have many of these protective features in. So I don’t think there’s anything of paramount concern.” While the buildings may not be unsafe in that sense, Todd notes that in cases like the Torch, the façade could be to blame. He points out similarities to the fire that gutted the Tamweel Tower in Jumeirah Lakes Towers back in 2012. “The problem that we’ve seen with Tamweel and this building is more related to façade materials and the appropriateness of the façade materials. It’s quite remarkable because the photographs [of the scene] are quite dramatic. And it looks really very significant, but the reality of it was it’s not that significant of a fire in terms of threat to human

MARCH 2015

MIDDLE EAST

ire safety was the subject of heated debate in Dubai in February, when a massive blaze engulfed the Torch Tower. Local and international media outlets relentlessly reported on the event, while hotels and residents extended a helping hand to those affected. The authorities have yet to determine the cause of the fire, says Abu Nasser, head of Information at Dubai Civil Defence. “The fire was dealt with successfully and we were able to put down the fire very quickly. The shortest time to suppress a fire internationally is seven to eight hours. However, our team was able to suppress the fire in two hours only. The civil defence team did its job, and now the case is handed over to the Dubai Police forensic labs for further investigation.” Meanwhile, Oman Insurance, the insurer for the building, mobilised a team to coordinate support for the victims, offering seven days of accommodation to those whose apartments were inaccessible. A loss adjuster was also assigned for further investigation, the firm said in a statement. Despite the measures that concerned parties claim to be undertaking, the fact remains that for apartment owners and tenants of the Torch, a large chunk of their savings and most of their material possessions have gone up in flames. Although the Torch incident saw no severe casualties, occupants of a car repair and tyre shop in Abu Dhabi’s Mussafah area weren’t as lucky. Ten workers were killed in a blaze that ravaged the facility in February, while eight others sustained injuries of varying severity. This prompts the question of whether fire safety is taken seriously enough in the UAE. Does it take loss of life or property to force stakeholders to pay attention? Or is there a sense of complacency among residents in the country, many of whom live in modern buildings presumably equipped to handle fires?

NEWS ANALYSIS

MEconstructionnEws.com densely packed The heavily populated Dubai Marina area could pose challenges to civil defence services trying to access fire-struck towers.

MIDDLE EAST

life, because it was the exterior of the building that was on fire. But the core, which is where people escaped from, was never compromised. So that’s why we see no deaths, no major injuries in Tamweel and now, of course, the Torch.” Todd admits that he can’t authoritatively determine the cause of the fire just yet. “Obviously, I haven’t seen any of the investigation reports for the Torch so it’s purely conjecture on that. But the way the fire behaved, the discussions in the media about the fire and just the images that we’ve seen, we can tell that it was the façade that was a primary fuel source.” In response to media enquiries about building materials used, Kingfield Owner Association Management Services, the building management company for the Torch, is quick to deny the use of faulty materials. “All the elevation materials used for the construction of the Torch were approved by the authorities, and the tower was built in complete compliance with relevant building codes. Approvals from relevant authorities were obtained prior to the completion certificate being issued by the authorities,” the firm says. Media reports of the event suggest the blaze was fanned by a sandstorm. Todd, however, insists that environmental factors need to be accounted for in the design process itself. “When we design, for example, pressurisation systems for stairs to make sure the stairs remain relatively free from smoke, we have to take into account in that design the extreme temperatures and wind effect on the building,” he says, adding that “conditions outside the building are just as important as what’s going on inside the building. And that all has to be taken into account. And

MARCH 2015

“The shorTesT Time To suppress a fire inTernaTionally is seven To eighT hours. however, our Team was able To suppress The fire in Two hours only” that’s why when you work in a region you really have to understand, get all the data that is relevant for your worst possible scenario.” Weather conditions aside, another worrying fact that emerged was that residents of the building were initially not sure the fire alarm was real, on account of several false alarms and drills in the tower previously. “Security guards knocked on our doors several times after the alarms started ringing, so we got dressed to leave,” says Ahmad Al Atawi, an Egyptian resident quoted in Gulf News. “We usually have these false alarms, so when I heard this one, I thought I’d just carry on sleeping because it was probably nothing.” When asked if false alarms are a real problem in fire safety, Todd’s answer is clear as day. “Absolutely, without a shadow of a doubt. That is one of the biggest problems facing the fire safety industry today,” he insists. “A lot of the times people don’t really understand the negative impact of these false alarms. It’s to the point where I, as a fire safety professional,

when I [used to] hear a fire alarm in my old building, because it happened so often, I would still investigate to see if there’s any secondary or tertiary cues that would indicate that something is going on. But even then I would be dubious of it.” So how is this solved? Todd emphasises the role of all stakeholders in a building in ensuring fire safety: contractors, consultants, fire engineers, facilities managers and tenants. “People have to be involved in this. If you’re a facilities manager in a building that has constant fire alarm issues, this is an important issue that needs to be sorted out with all haste.” “If facilities management and if the alarm contractors and all these stakeholders that are responsible for the system functioning properly aren’t able to do it out of their own professionalism and own ability, then I think it’s time for enforcement to come in and start having some accountability for these systems.” He also notes the crucial role of those who design and build a development. “Contractors are hugely important to make sure they’re using the right materials, make sure they’re installing it right, and make sure that it gets commissioned and serviced right. And all that falls down if it was designed wrong. So the contractor could install it after it was designed, but the design could be wrong. So every element needs to be right.” The only way to prevent disasters like this, he reiterates, is for everyone to take a proactive approach to safety. “It’s important for all the people involved in this to know that they too have a role in fire safety in their building. That it’s not just the fire engineers and it’s not just the civil defence. Everybody does,” he reiterates. n

In ProfIle AndreA Scotti

MEconstructionnEws.com

The STrucTural ScientiSt As the UAE grabs headlines with increasingly ambitious projects, Jerusha Sequeira sits down with Andrea Scotti of BuroHappold to learn more about how structural engineers bring complex projects to life

MIDDLE EAST

s a child, Andrea Scotti was always in awe of bridges. Sitting in a coffee shop in Dubai, Scotti fondly recalls building bridges with Lego as he was growing up in Italy, admitting that this enthusiasm was probably one of the motivating factors behind his choice of career. “Interestingly, I’ve always been fascinated by bridges, although I have never designed a bridge. My father is a civil engineer and he does civil structures. So I guess I always had a leaning towards structural engineering or civil engineering. And I really, really, really wanted to do bridges,” he says. Scotti has come a long way since then. He is now Abu Dhabi director of BuroHappold Engineering, overseeing the operations of the engineering firm’s office in the capital. “I studied in Italy until I was 24, so I did my five years of university at Polytechnic Milan, and after that I went to do a master’s at MIT in Boston, Massachusetts,” he recounts. Going abroad to study at MIT was “a life-changing experience”, opening up new horizons. Soon after, Scotti, who has master’s degrees in Civil and Structural Engineering as well as High Performance Structures, went to work for BuroHappold in the UK as a structural engineer. “When I applied for BuroHappold, I was accepted to the lightweight structures team. Now I’m actually happy that I haven’t been involved with bridges. Then I moved to the UAE, to Dubai to work. Then a year and a half ago, I moved to Abu Dhabi to be the office director. Now I cover the business aspect as well as being involved with the discipline.”

MARCH 2015

A StructurAl engineer’S role

BuroHappold Engineering, a UK-based firm, provides engineering consultancy, design, and project management services. Structural engineering is one of its areas of expertise, a field that Scotti himself specialises in. But how would he define it, in basic terms? “In its most basic terms, it’s essentially making stuff stand up,” he explains. “But that’s as basic as it gets. The more interesting bit is how do you make it stand up while doing other things [like] expressing an architectural image, or being environmentally friendly or respecting a budget. That’s what good structural engineers try to do.” A typical day in his life as a structural engineer is “quite a lot of work”, he says with a smile. “I remember I made my life challenging because I wanted to be involved in all the exciting projects in the office. I very much liked working on geometry problems. So how do you set the rules for defining your geometry in your structural model, that’s what I spent most of the time with. And it was quite exciting.” One of BuroHappold’s most notable projects in the UAE is the upcoming Louvre Abu Dhabi museum at Abu Dhabi’s Saadiyat Island. “We are the engineers of the Louvre. As a company, we developed the design of the Louvre from its inception to construction,” Scotti says. “Additionally, we have now a site team of approximately 35 people based in Abu Dhabi, following the project. The design has been carried out mostly by our Bath office, where we have the special structures team.” Commenting on the technical challenges of the project, Scotti points out that the iconic

MARCH 2015

MIDDLE EAST

In ProfIle AndreA Scotti

dome, while an engineering feat, wasn’t the only difficult part. “Designing a 180m spanning dome with only four supports is a challenge in itself.” The Rain of Light effect, created by an arrangement of geometric openings in the dome’s structure, is also no mean feat, he notes. “But what’s probably the most challenging bit about the Louvre design is what you don’t see, it’s the basement. It’s underwater,” he says. “The Louvre is on an island and it’s going to be surrounded by water. So what happens is all the storage areas of all the exhibits is underwater. So you have to store something as valuable as the Mona Lisa under 10 metres of

Louvre Abu DhAbi: history in the mAking

MEconstructionnEws.com

water. That’s the clever bit. That’s what’s very difficult, and the amount of thinking, detailing and discussing with the contractors, that was quite a challenge from a design point of view.” But working on designs and projects that are difficult to build and bringing them to life is “the destiny of engineering”, Scotti says. “We’re destined to make architectural things work. Our role is one of supporting and guiding the architectural ideas. To understand what [it] is of the architectural concept that resonates with the client and support the architect in developing that resonating idea in a more sensible way or in a more

realistic way. In general, it’s interesting to see that what makes sense physically is what actually translates into good architecture.” Adding vAlue

While complex structures no doubt come with their fair share of technical obstacles to overcome, what are the overall challenges for structural engineers? “At this stage of my career, I would say it is creating a tangible value,” Scotti notes, pointing out that advances in technology have ensured that “it’s getting easier and easier to do structural engineering”.

Hidden fRoM sigHt The Louvre Abu Dhabi’s biggest engineering challenge is its vast underground storage areas that are 10 metres under water, Scotti says.

in December last year, tourism Development & investment company (tDic) announced that the Louvre Abu Dhabi dome had been successfully lifted and placed into its final position atop the museum’s four main permanent piers. The process involved lifting the dome off the temporary towers and lowering it 38cm down to the permanent piers, the developer said. 32 hydraulic jacks, especially manufactured for the project, were used to lift the iconic 7,000t, 180m wide dome. The dome was built over the span of 10 months, originally constructed on top of 120 temporary towers in order to support its weight during the process. The lift is the “first of its kind” for a permanent structure of this scale and size, TDIc said. The permanent gallery structures for the museum are also complete, along with concrete work for the museum’s basement levels and the security screening facility. an underground “city” has been erected below the louvre, along with an access tunnel for security purposes that links with the other museums, says amer Kharbush, project manager at Turner construction, the firm handling project management for the museum’s construction. “There’s tunnels, art conservation areas, there’s restoration areas, there’s kitchens, there’s everything,” Kharbush says. “It’s a city underneath.”

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While the valuable artworks housed in the museum may be at risk from human hands, nature too can pose a threat. “The worst enemies of artworks or artefacts are water and light. forget the fire; it’s water and light that destroys them,” Kharbush explains, adding that the museum “has to maintain a certain temperature and a certain humidity” to protect the art.

MARCH 2015

“You HAve to stoRe soMetHing As vAluAble As tHe MonA lisA undeR 10 MetRes of wAteR. tHAt’s tHe CleveR bit. tHAt’s wHAt’s veRY diffiCult”

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In ProfIle AndreA Scotti

“But having someone to understand that some types or that some structural engineers are able to add greater value to the final product or even to the overall process... that’s difficult. BuroHappold differentiate ourselves from the day-to-day making things stand up to actually making things stand up and adding value to it. That’s what’s exciting, that’s what’s difficult to convey.” An example of how structural engineers can add value to a project is BuroHappold’s work on the Louvre Abu Dhabi’s basement, mentioned earlier. “Our team worked very, very closely with the worldwide specialists on waterproofing, on injection materials, on detailing, on modelling, because it’s a large footprint. Also, the way you model it affects the way you design it.” Additionally, there can also be challenges working with the other players involved in a project. “Everyone wants something slightly different. Everyone is working on the same goal, but maybe the architect is slightly more worried about aesthetics, the engineer about functionality, the contractor about time, the client about cost,” Scotti points out. “That’s the normal challenges of any project. Although you’re working with the same common goal, there’s likely a different point of view on that goal. So marrying all those points of views, it can sometimes be challenging.” He also stresses the importance of good interpersonal relationships in the industry. “Everything we do in our industry is done by people. So it’s very much to do with how well you relate to people. If that’s missing, the personal touch, it’s very difficult to work with anyone.” But how easy is it to find the right people for the job in this region? Scotti admits that while it’s possible to find skilled talent in the region, he hasn’t come across structural engineers who are UAE nationals. “I don’t think we’ve come across a local structural engineer in the past few years. In terms of the Middle East, I think yes, there

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is quite a bit going on and as the country develops, [I’m sure] that there will be more.” Scotti himself has worked with budding engineers in the country, with a teaching stint for about a year and a half at the American University in Dubai. “To me, it was very much an opportunity, after several years of structural engineering, to going back to explaining to someone who essentially doesn’t know what structural engineering is,” he recollects. “It’s fun. I’d love to do it again. Having to deal with younger people or with students keeps you fresh. It forces you to think in a slightly different way.” BuroHappold is also tapping into young talent in the country by hiring one or two graduates every year from the American University of Sharjah, he reveals. How tHe mArket HAS evolved

With the constant stream of construction activity in the UAE as the market picks up after the crisis, one wonders how the industry has

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“PeoPle ARe APPRoACHing tHe built enviRonMent MoRe wiselY. it would be gReAt to see tHe PACe of CHAnge sligHtlY fAsteR. but tHeRe is definitelY CHAnge HAPPening, And it’s Positive”

MARCH 2015

evolved over the past few years. When asked what needs to change for the construction sector to improve, Scotti is candid in his response. “Five years ago, I would have told you people’s attitude. Because I think there was a clear gap on average in people’s attitude towards delivering a good product. There was only delivering a product. “I would say things are changing. Clients are expecting more and are readier or are prepared to understand that accepting more means more time, or it means more fee, or it means more attention to details,” he says, adding that he is positive about the developments in the industry. “Now, I think people are approaching the built environment more wisely. If anything, it would be great to see the pace of change slightly faster. But there is definitely change happening, and it’s positive.” The most rewarding part of being a structural engineer is applying engineering solutions to help clients bring projects to life, he says. “At the moment, what I like about my job is being able to apply engineering thinking to several different problems. Apart from structural engineering, what’s interesting is supporting clients in developing their ideas into well thought-through and financially viable developments. It is absolutely exciting. It’s what we’re trying to do and what we’re pushing quite a lot. “In terms of the amount of development that is happening, it needs quite a lot of support. And we’re happy to be here and support it.”

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PROJECT COLLABORATION

Site ViSit Hyatt Regency Dubai cReek HeigHts

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The Long BuiLd Big Project ME toured the Hyatt Regency Dubai Creek Heights ahead of its much-awaited launch in March 2015. Gavin Davids reports

n February of this year, HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, inaugurated the Hyatt Regency Dubai Creek Heights, completing a project that had been in development for more than half a decade. Developed by Wasl Asset Management Group, the project consists of a five-star luxury hotel with 464 rooms and 405 luxury units in two 43-storey towers. Situated near Dubai Creek in Dubai Healthcare City, the collaboration with Hyatt, the global hospitality company, marks the entry of Wasl Asset Management into Dubai’s freehold real estate sector. The third aspect of the project is the Hyatt Regency Dubai Creek Heights Conference Centre, which is located on the podium and is a specially designed area that can host major events on an entire floor, or individual private meetings in smaller meeting suites. Ahead of its March opening, Big Project ME was invited to get a first-hand look at the latest addition to Dubai’s ever-growing hospitality sector. The hotel will consist of 76 suites, a Regency Club Lounge, a spa, gymnasium and fitness studios, and conference and event facilities, says Mathieu Greppo, general manager of the Hyatt Regency Dubai Creek Heights. While the city is no stranger to hotels or mega-projects, what does stand out about this project is its location, a fact that Greppo is quick to acknowledge during the tour. “There are so many projects happening in Dubai, very often in the beach area. I think that

this part of town [Dubai Creek] has been forgotten a little bit. Deira is probably the area that has been most forgotten, but now I think they’re starting to do some work there,” he points out. “We’re somewhere in between, and this Healthcare City area is developing quite well, so there is a need for this hotel. The fact that it’s a mixed-use project, with a residential side, is going to bring huge added value to the area.” Greppo says that he expects to see 65% occupancy in the first year, and adds that he’s being conservative. “I’m quite an optimist. Many people ask the same questions – ‘Do you believe that this city needs so many rooms?’ ‘Is this project only for Expo 2020?’ I don’t think so. [The plans for] Expo 2020 came much after. Dubai was not waiting for Expo 2020 to build their hotels. Look at the current situation of the world, there are more and more people wanting to come to Dubai. It’s a safe place. You can enjoy life and tourism is ongoing. There’s no reason why it shouldn’t continue year-on-year.” Work on the 220,000sqm project actually began in 2006 before it was interrupted by the financial crisis that hit Dubai. It only resumed operations in 2010, with interior design work only finalised by 2011. The company tasked with bringing the project to fruition was the local contractor, Al Basti & Muktha LLC (ABM), a civil engineering and building construction firm based in Dubai. Mazhar Munshi, senior project manager for ABM, reveals that construction only restarted in May 2012, with an initial completion date of November 2013. “Although we were there right from the beginning, it only restarted in May 2012, and we

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“THeRe is A need foR THis HoTel. THe fACT THAT iT’s A Mixed - use pRojeCT, wiTH A ResidenT side, is going To bRing Huge Added vAlue To THe AReA”

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Site ViSit Hyatt Regency Dubai cReek HeigHts

PROJECT

Hyatt Regency Dubai Creek Heights

DEVELOPER

Wasl Asset Management Group

PROJECT AREA

220,000sqm total floor space

BuiLDing TyPE

Mixed-use development

BuiLDing hEighT

43 storeys (twin towers + podium)

MARCH 2015

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sTop-sTART The project faced a number of delays before construction work actually started in 2012.

Site ViSit Hyatt Regency Dubai cReek HeigHts

MEconstructionnEws.com

design CHAnges Throughout the construction process, there were a number of design changes taking place, which hampered the speed of build.

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were supposed to finish in November 2013. But because of the changes that kept happening – the design getting changed and everything –we got an extension until August 2014. Then there were still design changes happening, and so we were given until the end of the year to finish the project. We eventually got an extension of time until January 2015,” he explains. This was clearly a fairly complicated project to pull together. While there were a number of delays and changes to plans, construction work still had to continue, creating a situation where Munshi and his team were forced to continuously be on their toes and alive to evolving requirements. “There were a number of challenges – first of all, the volume and size of the project. That was one challenge. The other was the changes. There were design changes happening, while construction was also taking place. One of the biggest lessons we learnt was to avoid too many changes,” the project manager says somewhat ruefully. “Go as per the original design, plan things

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properly, allocate your resources accordingly, then do a follow-up and finish the work.” Given the state of flux, how did the team cope with the stress and workload of what was already a challenging project? Through cooperation and coordination, Munshi answers, explaining that planning and management of the site was a large part of the job for the project management team. “Proper planning and arrangement and a strong follow-up helped us to get a result and to overcome the challenges. We used to have technical design workshops. For example, with the finalisation of the false ceilings, we used to have the architects, the interior design contractors and consultants, the MEP contractor, all of them in the workshops. We used to sit down all together, have a brainstorming session and agree on the way forward. “There was an element of crisis management about the project. Basically, there’s a crisis about you finishing a particular bit of work on time, and you realise that you don’t have enough

“one of THe biggesT lessons we leARnT wAs To Avoid Too M Any CHAnges. go As peR THe oRiginAl design, pl An THings pRopeRly, AlloCATe youR ResouRCes ACCoRdingly, THen do A followup And finisH THe woRk”

Site ViSit Hyatt Regency Dubai cReek HeigHts

resources, so it’s just about arranging that and getting it done. The sequence of construction is affected. We had to do a lot of modifications and body work, and to do that, you have to go out of sequence. It depends on the type of work, on the volume of work that you have to do at the last moment, that’s when you do crisis management.” Although Hyatt weren’t involved in the early stages of the project, they did have an agreement with the owners of the project, Wasl Asset Management Group, about the

standards and specifications required for the finished building. Known as Hyatt Technical Services, the agreement ensured that all the minimum specifications would be in place. “Because engineering and design require minimum standards, we ensure that they are followed. The manuals are given to the owners, who give them to the contractors. At a later stage, we appear, with a project manager who has been hired 18 months to two years before the opening of the hotel. That person

really starts to get more into the details, and he would check all of the requirements. “That’s in terms of MEP, that the power and water treatment plants are in accordance with our requirements, all of these things are followed by the Hyatt project manager,” he clarifies. “The general contractor, you have to remember, has no contract with Hyatt, he has a contract with the developer, so we can’t just go in and say, ‘We want this and this and this.’ While we do have some input, you also have to find the right balance

“wHen iT CoMes To M A joR THings like fiRe And life sAfeT y, we usuAlly geT All THe pl Ans Two oR THRee yeARs in AdvAnCe And we give ouR sTAndARds”

STATS n 464 – Number of hotel rooms

n 405 – Number of luxury apartments

n 140,000m3 – Amount of concrete poured during construction

n 25,000 – Amount of steel used during construction

n 2,500 – Size of labour force on-site

MARCH 2015

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MiniMuM sTAndARds The contractor had to follow minimum standards laid out by Hyatt during the building of the hotel.

Site ViSit Hyatt Regency Dubai cReek HeigHts

between influencing the general contractor when it’s needed, while not having any contractual links. This is very crucial. You have to be very careful.” Usually, all standards and specifications for a hospitality project are communicated to the developer by the operator, prior to construction. “When it comes to major things like fire and life safety, we usually get all the plans two or three years in advance and we give our standards. And then, when we’re at the final stage, we check to ensure that this has been followed,” Greppo says. Once plans and designs were finalised, the contractor mobilised 2,500 men over the second half of 2013 and all of 2014, in an effort to get the project completed on time amidst the many challenges they faced. The team worked on a 24-hour schedule in three shifts, pruning numbers as they approached the handover date. A small team from ABM will stay on-site for a year after the handover as part of the defect liability commitment. “Another challenge we faced was that the laydown areas were very limited. We had to get the

materials in at night, and we had to take materials to the places they were supposed to go to. That was a major challenge,” points out Munshi. “We weren’t allowed to make any noise pollution at night as well,” he adds. Given that some 140,000 cubic metres of concrete was poured on-site, and around 25,000 tonnes of steel used, this was clearly not going to be easy for the team to achieve. To work their way around this, they used the four hoists attached to each tower to move materials up and down the site, the project manager says. In addition, construction lifts were also used to move materials and the labour force about internally. During the day, things were a little easier, as each of the 43-storey towers had two tower cranes attached, which allowed the smooth transfer of building materials. When Big Project ME visited the towers, work was almost complete on the site, with final interior work underway. Greppo explains that the final segment of the project involves his team going through

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the hotel and snagging any discrepancies from Hyatt’s specifications or standards. “The beauty of this project is that the interior designers are actually doing the snagging for us. They come and snag what the contractors are doing. This is their stage – they’re in control. What they want is what is in the renderings. We then come in as an operator and we snag the ready product. “We go more into things like the wallpaper being torn or the skirting coming off the wall. We don’t go in too deep, that’s not us. “Our scope is that we get a turnkey agreement from our project manager, who has been on board for two years during the construction process – this will be the person who’ll hand over the building to us as the operations team. But as we come in quite early, we can assist the project manager in snagging all the areas. Once we’re happy and satisfied with the work done, then it’s officially handed over from the owner to the operator,” Greppo concludes as he brings the tour to a close.

woRk To do The contractor had the 2,500-strong labour force working on a 24-hour construction cycle, in three shifts a day.

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“wHen iT CoMes To M A joR THings like fiRe And life sAfeT y, we usuAlly geT All THe pl Ans T wo oR THRee yeARs in AdvAnCe And we give ouR sTAndARds”

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special focus logistics

MEconstructionnEws.com

LOGISTICS LOGISTICSLEAD LE

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With the With construction the construction industry industry set for growth set for growth in coming in coming years, logistic years, and transporting and transporting goods to goods emerging to emerging marketsmarkets or inaccessible or inaccessible territorit

MARCH 2015

special focus logistics

DS ADSTHE THEWAY WAY

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,cs logistics firms often firmsface often challenges face challenges working working with construction with construction cargo cargo territories. ies. JerushaJerusha Sequeira Sequeira talks totalks regional to regional providers providers to learntomore learn more

special focus logistics

s large-scale construction and infrastructure projects take off in the GCC and wider Middle East, it stands to reason that the materials and equipment required to build these projects have to be moved around, sometimes to locations that are remote or plain inaccessible. Enter the business of logistics. Last May, it was predicted that the logistics industry in the UAE would be worth $27 billion in 2015. Valued at $23.4 billion in 2013 by Frost & Sullivan, the industry is well on its way to growth. Often the sole life-line for a contractor working in hard-to-reach, dangerous areas, a logistics firm can make or break a project. So how do logistics companies work with construction clients to deliver equipment, building materials and supplies to high-risk and volatile areas? “Logistics as a whole is a good indicator of how economic outlook is,” says Abhishek Ajay Shah, managing director of Dubaibased RSA Logistics. As his firm traces its origins to before the crisis period, Shah says he has seen the industry grow ever since.

MEconstructionnEws.com

“We started when it was probably the worst time to start or be in logistics as a whole, because global trade volumes had dropped by phenomenal amounts. So from that perspective, we’ve only seen it get better from that time, just because there has been a recovery. Volumes have increased again. “The government is investing in new facilities and you can see other logistics organisations expanding their facilities as well, which basically means that there is a general trend of growth,” Shah adds. “And we see that to continue for the foreseeable future, especially until Expo 2020, but primarily because there’s going to be a tonne of activity in the region, lots of projects going to be executed and big population growth as well.” RSA works with clients who supply to the construction industry, Shah says, and not typically contractors, who often manage their own cargo. “You’ll find most of the construction companies are asset-based. And when you have your own asset base, you primarily look to manage your own assets yourself. So their own actual movement and repositioning of their resources is internally managed by them. After

a certain size [for a] construction company, I think that’s the only way you can operate. “The suppliers to the construction industry is where we see an opportunity for us to provide our services. So there we have a few verticals that we do. One is raw commodities like silica, fume ash, whatever it might be for the construction site,” he says, adding that the firm deals with suppliers of ceramics and construction chemicals too. Paula Bellamy, regional manager at UK-based Allseas Global Logistics, also works with suppliers to the construction industry. “We’ve worked from builders up to clients who supply all the fixtures and fittings, windows, flooring, so my firm does small parts of construction right up to the big parts with the JCB diggers and everything,” she says. So what are some of the main challenges of dealing with construction-related cargo? Shah notes that construction chemicals can be hard to handle. “Chemicals have a tremendous amount of risk because of the commodities themselves. I know that is countered with a well-educated team, a constantly trained team and high-quality facilities.

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RegulAtoRy issues Often, the biggest challenge for logistics firms is dealing with rules and regulations, and paperwork.

MARCH 2015

special focus logistics

AdvAnCed tHinking In order to deliver heavy equipment and machinery, logistics firms have to plan well in advance.

documentation over here. Nothing can be done on a copy. So that’s always a challenge, because sometimes the delay in the original documentation will cause goods to be delayed in customs.” For Kluba, other major challenges associated with handling construction cargo are “the volume of freight, diversity and time constraints in meeting the construction build”. In order to ensure cargo is delivered to clients on time, Kluba says it’s crucial to account for all possible scenarios. “It is essential to have a plan B in place, in order to ensure that all possible eventualities have been accounted for and that we have the flexibility to change operational plans where required.” coping with difficult markets

Given the complexities that arise from transporting goods within the UAE, which boasts some of the best infrastructure in the region, what potential hurdles do logistics companies face in emerging markets or otherwise inaccessible territories? “The challenges are vast, from ambiguous

and inconsistent regulations, to slow bureaucratic processes, customs challenges, poor infrastructure and connectivity problems, instable political foundations and security issues, and finally strained capacity in areas in which it is difficult to operate,” Kluba says. When Bellamy is asked about the most difficult market she’s had to send cargo to, she concedes it was Iraq. “Because taking it through into Iraq is very hard work on the documentation, the routing that you need to take, the timelines. Things can get stuck very simply because rules and regulations can change within a day.” “We had to get some goods to a site which was very difficult,” she says, recounting a situation her firm once encountered in Iraq. “It had some weight limitation bridges, and it also had some overhead electricity cables which were far too low for the size of the cargo. So when you’re an employer or a freight forwarder, we re-plan the whole thing. “Even before it’s arrived, we would decide exactly what route it’s going to take, check out the bridges, check out the weight limitations,

“it is essentiAl to HAve A plAn B in plACe, in oRdeR to ensuRe tHAt All possiBle eventuAlities HAve Been ACCounted foR”

MARCH 2015

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And that’s how we’ve always tried to counter that. And to be honest, we’ve seen tremendous growth with regards to that sector, and that’s why we continue to invest so heavily in that.” Bellamy, on the other hand, notes that the challenges she has faced are more regulatory and documentation-related, along with the fact that clients, particularly those in the construction sector, might need goods to arrive on a tight schedule. “There are always challenges with customs, customs regulations, customs documentation. Then there’s the timeline problems where a lot of the clients need their products on-site very, very quickly. You could get stuck in customs due to incorrect documentation, so we find our main forte is to be a lot more proactive with documentation, make sure everything’s in place before the goods actually arrive into the Middle East,” she says. Sylvain Kluba, regional COO Middle East and Africa at Agility Logistics, also notes the challenges of documentation for logistics providers. “The most common issues we face are incorrect supplier documentation to meet the necessary import customs requirements, as well as dense, ambiguous or inconsistently applied regulations and complex bureaucratic customs formalities across the region,” he says. Moreover, the emphasis on original documentation in the UAE also creates difficulties, Bellamy adds. “It’s probably a lot more original

special focus logistics

eConoMiC indiCAtoR Abhishek Ajay Shah says that the logistics industry is often a good barometer for economic progress.

GCC RAil Gcc rail can significantly shape the logistics industry in the Gulf region and make transporting goods between countries easier, providing governments ensure free flow of goods. “This is going to help everybody get their business through a lot smoother and a lot quicker, especially when it links up to saudi,” Bellamy says. “You won’t have so much of a problem like at the trucking borders where there’s huge delays, huge problems with markings for cargo. The rail link can go straight through. so i think that it can be a much smoother process for all concerned. “We’re going to be able to offer a better transit time, because knowing road freight as i do around the Middle east, it does get stuck and

MEconstructionnEws.com

speak to the local authorities to have electrical cables moved, and do the whole route plan before we even got the order. So that’s the beauty of having a freight forwarder involved, because they take things up to that next stage.” Shah, on the other hand, notes the problems of operating in East African countries, which lag behind in infrastructure. Security and poor quality of roads are among the top challenges, he says. So how do logistics providers cope with the issues faced in developing markets? Bellamy, Shah and Kluba all emphasise the importance of local know-how. “It’s more through having local knowledge on the ground,” Bellamy says. “We teamed up with a company called Saba International [in Iraq], who we’ve got a joint venture with. If somebody’s actually living it and working it, then you can find the real problems very, very quickly. “If you try to work with a different market and you haven’t got somebody on the ground who can give you the local expertise, then it’s always going to be a massive challenge. So whichever country we deal with, we make sure that we have people there who know exactly what they’re talking with, have years of experience, and work very, very closely with them as a team.” “You need to know who to speak to and get the right person in the right position to do the right job,” Shah says. “We obviously work with partners for all of this. Collaborative methods will get you the best of both worlds. Where you have knowledge gaps, you approach another organisation, you work together.” “For complex and challenging destinations of this type, planning is a critical phase long before pricing and operations. The

you can’t give a definite timeline. But if it’s going on rail, it’s going to be smoother and we should be able to move cargo much quicker throughout the Middle east, rather than putting it onto different ships or relying on road freight trucks.” shah, however, points out that Gcc governments will have to cooperate to ensure smooth flow of good across borders. “They need to sort that out, because they can’t be stopping every train at the border to check every bit of cargo. so i’m not sure how that’s going to be handled, we don’t have information yet. “[Governments] have to follow the european model, just purely because they want to be able to have cargo flowing freely through the Gcc countries. and the only way to do that effectively and cost-effectively would be through rail,” he adds, emphasising that rail is also a lot safer than

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transporting goods over long distances by road.

MARCH 2015

plAn foR suCCess For complex and challenging destinations, planning is critical to the success of an operation.

development of yard and laydown areas is also important to ensure cargo is moved away from congested ports and kept under control, mitigating any potential delays,” Kluba says. advice to contractors

With the complexities of moving cargo around, Bellamy advises contractors to seek the services of freight forwarders who have experience handling similar cargo, and to seek word-of-mouth referrals too. “It really is finding the right person to move your cargo. Don’t just rely on a cheap price, because a cheap price will be a cheap service. Go for something middle-of-the-road. Look to get a full package on the knowledge of documentation, customs clearance and sea freight,” she stresses. “The advantage we personally have as an organisation is, one, that we build assets. So we understand what contractors need to do or how a building actually gets built,” Shah says, adding that contractors often have low storage capabilities for materials and equipment on-site, which is where third-party logistics providers can step in. “We know that most of the time, they have low capabilities of storage on the construction site itself. And they monitor or maintain very just-in-time sort of lean methods with their suppliers on when to deliver the steel, deliver the roofing, deliver the firefighting to site. “And that’s where we can help. We can be to a certain degree project managers of how to basically coordinate with their vendors. [It could be] as simple as actually providing them space for their machinery when it’s not deployed on-site. For medium-sized construction companies, we’re more than happy to discuss that.”

Garawi Group Group Al Garawi

i Galleria, Al Orouba-King Fahad Highway Junction Olaya Al Garawi Galleria, Al Orouba-King Fahad Highway Junction Olaya 41122, Riyadh 11521, Saudi Arabia P.O. Box 41122, Riyadh 11521, Saudi Arabia 1 4196096 +966 1Fax. 4196101 Tel.+966 /14195058 4196096Fax. / 4195058 +966 /14196103 4196101 / 4196103 oalgarawigroup@saudi.net.sa / www.algarawigroup.com email: infoalgarawigroup@saudi.net.sa / www.algarawigroup.com

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P.O. Box: 17301, Jebel Ali, Dubai, Tel.: +971 881 +971 8821 4Fax: 8818944, P.O. Box: 17301, JebelU.A.E. Ali, Dubai, U.A.E.4 Tel.: 881+971 88214Fax: +971 4 881 Showroom:Showroom: Al Kwakeb Building, (B-Block) Sheikh Zayed Road,Zayed P.O. Box: 2904, U.A.EDubai Al Kwakeb Building, (B-Block) Sheikh Road, P.O.Dubai, Box: 2904, Tel.: +971 4 Tel.: 343 +971 7400 4/ 343 3437600 343 7500 7400 Fax: / 343+971 75004Fax: +971 4 343 email:medcodxb@emirates.net.ae email:medcodxb@emirates.

SPECIAL REPORT SITE SAFETY

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Head for HeigHts

Big Project ME’s Jerusha Sequeira examines how contractors can boost on-site safety while working at height

afety at height came under the scanner at the International Powered Access Federation’s (IPAF) first Middle East event, held in January 2015 at the Address Hotel, Dubai Marina. The event was attended by manufacturers, rental companies, safety professionals and government representatives, who gathered to discuss best practices to ensure safety of workers operating at heights, focusing on mobile elevated work platforms (MEWPs). “We’ll work with anyone, anywhere in the world, to keep MEWPs safe,” says Tim Whiteman, managing director and CEO, IPAF. “Things can go wrong with MEWPs, but they are a very safe way of doing temporary work on height. Falls from height are the biggest cause of fatal accidents in Europe, in North America, in China. And MEWPs are an important part of the solution.” Workplace safety is a pressing issue in the Gulf. In 2011, 71 occupational fatalities were recorded in the emirate of Abu Dhabi, says Matt Cox, chairman, IIRSM (International Institute of Risk & Safety Management) Middle East and corporate HSE manager at Ed Zublin. Of the 71 deaths, 26 were caused by a fall from height, while another 26 were the result of falling objects, meaning 73% of the deaths were height-related. “I’m pleased to report that the trend is improving, but the percentage

remains constant at about 75%.” Rob Cavaleri, regional operations and technical manager at Manlift Middle East and chairman of IPAF UAE, emphasises the importance of assessing ground conditions before setting up a MEWP. “Unsuitable ground conditions present a real hazard. Understanding the ground surface type, and what may be under the ground, below the area of intended operation of a MEWP, is critical,” Cavaleri explained to the audience, reminding them to beware of “poor ground assessment, poor spreader plate selection and incorrect positioning of outriggers”. “Unstable ground conditions are everywhere. No matter if we’re thinking about a construction site application or a city centre or factory floor environment, we must always do risk assessment and make sure that the ground is okay, that the machine can travel to the work area, and when it gets to the work area it’s safe to elevate. “To provide stability, MEWPs use a combination of chassis plate and surface area provided by the unit’s base dimensions, including wheel-mounted MEWPs, outriggermounted MEWPs or models that use both. Ground conditions will adversely affect stability if they fall outside the design and intended use criteria,” cautions Cavaleri, whose firm lets and sells powered access equipment and generators.

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“Unstable groUnd conditions are everywhere. no matter if we’re thinking aboUt a constrUction site application or a city centre or factory floor environment, we mUst always do risk assessment and make sUre that the groUnd is okay”

MARCH 2015

SPECIAL REPORT SITE SAFETY

MARCH 2015

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groUnd conditions The main contractor of the site bears a responsibility to check that ground conditions are suitable for the support of elevated access platforms.

SPECIAL REPORT SITE SAFETY

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risky bUsiness Many companies in the UAE don’t bother with safe practices in the workplace.

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Several dangerous practices abound in the industry, he explains, such as mounting a MEWP on a truck body where a chassis can move, which can potentially result in a tipover. Weather conditions are also important. So whose responsibility is it to ensure that ground conditions are suitable and MEWPs are used properly on-site? Although there’s a clear hierarchy on large worksites, Cavaleri says this is not always the case. “It’s the principal contractor’s responsibility to ensure that ground conditions, including supporting structures and traffic, are suitable for the loads being imposed on the mobile elevating work platform.” Prior to work commencing on the site, the principal contractor should ensure that the contractor selecting the mobile elevated work platform is provided with relevant details on ground bearing capacity and load bearing capability of supporting structures, including the location of underground services, ducts [and so on]. The contractor should provide details of intended imposed loads.” Additionally, contractors should ensure that the MEWP isn’t loaded beyond its capacity.

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Operator training is also a critical part of the equation. “Operators are not geotechnical engineers. Good training and experience is essential to confidence of operators... [their] experience and expertise will usually determine safe setup. If doubt exists, there is a need for further expert advice and assessment.” Moreover, if uncertainty exists over whether the MEWP will remain stable, it is better to tread on the side of caution and use a spreader plate. “It is strongly recommended that suitable spreader plates should always be used under the outrigger, irrespective of the apparent ground conditions.” For wheel-mounted platforms, paying attention to tyres is important, Cavaleri adds. “When mobile elevated work platforms are supported on wheels and tyres, the vast majority will be foam-filled or solid tyres. However, stability can be compromised if the wrong compound is used to fill the tyres. A specific hardness of the material needs to be understood and used for both foamfilled tyres and solid tyres. If the material that’s used to fill the tyres is too soft, a stability hazard will arise,” he points out.

Cavaleri also highlights the need to carry out a risk assessment beforehand. “We need to risk-assess the work area. When we’re setting up a mobile elevated work platform, we need to examine the site plan. We need to walk the route, we need to look for drains, manhole covers, underground services. All pose potential risk to your work platform.” With the safety information available to anyone who’s interested, why are workplace injuries and fatalities still common in the country? “Many companies here in the UAE don’t bother themselves when it comes to safe practices at worksites. Some of them, they think that it’s a burden, it’s an extra expense. Unfortunately, some of them have the mentality that workers are replaceable,” says Dr Ali Salem, Director of the Ministry of Labour. “We consider it as a simple human right to protect workers wherever they are. If you protect your workers, then basically you are protecting your own investment. It is not a waste of money to pay someone to try to at least do some risk management, to try to do some safety planning for your company.”

‫ﺟﻤﻌﻴﺔ اﻟﺸﺮق اﻻوﺳﻂ ﻟﺼﻨﺎﻋﺎت اﻟﻄﺎﻗﺔ اﻟﺸﻤﺴﻴﺔ‬

Middle East Solar Industry Association

Empowering Solar across the Middle East

In Focus FaÇades

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LIGHTING UP

Big Project ME examines how façade designers are returning to their roots and embracing natural light to achieve sustainability and energy efficiency targets

MIDDLE EAST

rior to the invention of electricity, our ancestors used to rely on the sun as their prime source of illumination, making do with the feeble light provided by lamps or candles when night fell. While ‘daylighting’ is a modern term, natural light has in fact always been a major factor in architecture. Stretching from Ancient Persia and Greece through to the huge stained-glass windows in neoGothic churches, windows and natural light have been crucial components in mankind’s design and build ambitions. With the lack of artificial light and technological limitations, it’s easy to see why the forebears of the modern construction industry were quick to use sunlight in as many ways as they could. Many buildings used mirrors to reflect limited natural light sources, creating the illusion of increased space, as seen in many European palaces and museums. In other cases, daylight often shaped the design of buildings, with places of trade and commerce oriented to benefit from maximum sunlight hours, and also using skylights and large windows to increase the amount of light filtering inside. All that changed in the 20th century, as buildings became taller and larger, making it more and more difficult to use natural lighting alone. Soon there was a massive increase in dependence on artificial light, and windows became smaller and more decorative, rather than sources of illumination. Utilitarianism was the order of the day. Over the last two decades, however, that school of thinking has been shifting, with more and more architects returning to the concept of natural lighting. Partly driven by changing perceptions and partly by an increased demand for sustainability, energy-efficient design has made an impressive comeback in the 21st century. Already there are notable examples of architects and designers using facades to create distinctive looks for buildings, while maximising the use of natural light. One is the famous London Gherkin, which uses six light wells behind its glass façade to spread natural light through the building. The drive for sustainability is also gathering momentum in the GCC. As a result, there

MARCH 2015

are now many more opportunities for façade designers and consultants to push for the use of sustainable alternatives to traditional façade uses, as Matt Kitson, regional director of Hilson Moran Qatar, tells Big Project ME. “Suppliers are responding to the market. There are now glass products that can vary the solar transmission, in the same time that they can vary the light transmission electronically. Just three or four years ago, they were quite expensive, but now they’re becoming quite commercially viable. “There is a product called electrochromic glass, which is a smart glass. You can programme it and it can do whatever you need it to do. It tints when you need it to perform, and it becomes more transparent when it doesn’t need to. When you think about it, why hasn’t that been done before? But that’s the way things are going, and I think that’s where buildings are going to be in the next three or four years’ time.” Hesham Kameshki, marketing and business development manager for Technal Middle East, an international architectural aluminium systems provider, agrees with Kitson about the changing

“If you want to survIve, If you want to be a dIfferent organIsatIon, If you want to be perceIved as a qualIty organIsatIon, then you’ve got to really thInk about your skIn desIgn and your façade desIgn”

trends in the GCC marketplace, highlighting the increased emphasis on daylighting. He points out that market demand has been so high that Technal has actually developed an aluminium brise-soleil system called Sunéal to meet market needs. The system provides solar protection, particularly for glass-clad, high-rise buildings, while also enhancing aesthetics and optimising daylighting, Kameshki explains. “Whether to provide sun protection, control solar heat gain or to optimise on daylighting, our systems provide an ideal solution, particularly for glass-clad high-rise buildings. Our systems give designers and occupants all the comfort they could possibly want in both winter and summer. The natural light is diffused with neither heat nor solar radiation, while the concept adds an aesthetic value by transforming facades to their best advantage.” Highlighting the changing attitudes towards sustainability and energy efficiency, Matt Kitson points out that on the day of his interview with Big Project ME, he is meeting with a client to conduct a workshop for a project in Qatar in its concept stage. The topic of the workshop? Sustainability, a topic of conversation that wouldn’t have even been on the table five years ago, he says. “I’ve seen in recent times in the UAE and also in Qatar – and to a certain extent in Saudi Arabia – that people are starting to think a little bit more about sustainability and energy, in terms of the façade, because of what’s happening with certain bits of legislation. Interestingly, it’s being driven along the same lines as a lot of European models. You’ve got the Dubai Green Code, which is a start. “There’s also an aspiration here amongst certain developers to go for a LEED rating. A big part of LEED is the energy credit, and you can’t really get that unless you have a very good performing building skin. Qatar is no different to the UAE. It has its own Global Sustainability Assessment System, which it has developed.” While attitudes in the Gulf are changing to embrace greater sustainability, which will no doubt help the adoption of more energy-efficient facades, the technology being developed for these systems isn’t stopping. In 2013, researchers at the

In Focus FaĂ&#x2021;ades

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seIzIng the day Glass facades are being increasingly utilised to provide natural lighting solutions for buildings.

In Focus FaÇades

MEconstructionnEws.com

smart thInkIng The London Gherkin is a great example of a building using natural light to provide illumination to inhabitants.

University of Cincinnati announced that they had developed glass façade technology that cut energy costs by brightening up rooms with natural light. Called SmartLight, the system is designed to direct sunlight into dark, dingy rooms deep in a building’s interior, without using wires, ducts, tubes or cables, by harnessing and storing excess light to provide energy for electrical systems. The SmartLight system works through minute electrofludic cells that are filled with fluid that has optical properties as good or even better than glass. The surface tension of the fluid can then be rapidly manipulated to transform the cells into lens or prisms to control sunlight passing through them. This manipulation is powered by photovoltaics within the cells, and requires 10,000 to 100,000 times less power than used by a traditional incandescent lightbulb. The cells can then be formed and positioned to direct sunlight where needed – whether it’s onto the ceiling to provide ambient lighting, or to a localised workspace, or even to a ‘light-

locked’ room that has its own electrofluidic grid. While this technology is still in the early stages of development and implementation, there are other technologies that both Kitson and Kameshki predict will shape the way building facades are designed and built. Sunéal can provide enhanced efficiency when photovoltaic cells are integrated on its aluminium blades, says Kameshki. “The photovoltaic blades provide privacy, as well as electricity power generation with 15% efficiency. Blades come in angles of 15, 30, 45 and 60 degrees depending on the orientation of the façade and the geographical zone of the building to ensure maximum efficiency. The photovoltaic modules integrated in the Sunéal blade are made to the highest market standards and meet the IEC 61730 [safety] and IEC 61215 [performance] standards.” Meanwhile, Kitson says that he’s convinced that electro-chroming is set to be the next big thing in glass facades. He points out that with the current building boom in Dubai

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“a bIg part of leed Is the energy credIt, and you can’t really get that unless you have a very good performIng buIldIng skIn”

MARCH 2015

and Doha, there is a huge opportunity for developers to marry their sustainability goals with interesting and inventive technology. “I think the discussion about sustainability and design is propagating down the food chain, starting from clients. But there’s a common theme [being discussed] about being efficient, and there’s a big debate ongoing. One of the things that has come out is that ‘Let’s not say that such and such should be like this’. Because then everything is nice and green and efficient [but the same],” he warns. “Designers still need to have a bit of flair, and if everything was the same, you wouldn’t have cities, you’d have horrible, prison-like decors! So you’ve still got to have this creativity, but what was also really refreshing is that people are saying, and talking about, some really interesting ways of doing stuff. It’s good to know that the creativity is out there. “I think that the designers that will survive are the ones that will create more. And I think you’ve got to be a little more than that. Maybe the industry had become a bit lazy and it was a case of cut and paste and cut and paste. “You can’t really do that anymore. If you want to survive, if you want to be a different organisation, if you want to be perceived as a quality organisation, then you’ve got to really think about your skin design and your façade design,” Kitson concludes.

Under the Patronage of

H.H. Sheikh Ahmed bin Saeed Al Maktoum

President of Dubai Civil Aviation Authority, Chairman of Dubai Airports Chairman and Chief Executive of Emirates Airline and Group

Co-located events

12-10 May | DICEC, Dubai 12-10 MAY 2015

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PROJECT PROFILE PALACE RESIDENCES

Palace Residences

DEVELOPER

World of Construction

ARCHITECTURE, STRUCTURES, MEP

Lacasa

CONTRACTOR

Miramar Contracting

LANDSCAPINg

Cracknell

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PROJECT

MARCH 2015

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PROJECT PROFILE PALACE RESIDENCES

labour of love

Oliver Ephgrave explores Lacasa’s Palace Residences, a luxury apartment complex which brings Dubai quality to Jordan

ith rays bouncing off stainless steel handrails and pristine Jerusalem stone, the Palace Residences gleams in the Jordanian winter sun. Surrounded by embassy and ministry buildings in an affluent neighbourhood of Amman, the $14m project contains 19 highend apartments on a 3,500sqm plot. The scheme was developed and funded by World of Construction, an entity formed by Emad Jaber, managing partner of Dubai-based consultant Lacasa, and Dr Mohammad Nawaiseh, owner of Miramar Contracting. Lacasa provided architecture, structures and MEP design, with input from Dubai landscaping firm Cracknell. World of Construction’s aim was to build a residential complex which raised the standard of Amman’s current stock, following the completion of a two-villa scheme in the same city, also called the Palace Residences. At the time of Big Project ME’s visit on a crisp morning in January 2015, the five-storey apartment block is in the process of tenant fit-out. Babbling fountains mark the entrance, with an archway leading to a semi-formal central courtyard. “This type of courtyard is unusual for Jordan,” says Jaber, who exudes passion and pride in the final product. “All the tenants love it and they will use it once they move in,” he asserts.

To fit in with the surroundings – deemed a heritage area by the authorities – the building’s design is predominantly traditional. Classical elements allude to Jordan’s Roman heritage while the façade features the traditional beige stone cladding of Amman – a government requirement for residential buildings. To bring the design into the 21st century, Lacasa added a number of contemporary touches, including glass walls on the upper section, held together with spider fittings, and a glazed cover for the colonnade. According to the team, the authorities raised no objection with the modern design elements yet initially questioned the building’s function. Nawaiseh explains: “It took a couple of months to get a permit, because the civil defence and municipality wouldn’t believe it is a residential building. They thought it was a hotel as it has en suite bathrooms, a health club, underfloor heating, air conditioning, etc. We are raising the standards but they thought it was too much for a residential building.” The complex certainly displays touches of exuberance, with apartments containing their own elevators. “Privacy is a high priority for our tenants,” adds Jaber. The largest unit, covering 380sqm on the ground and first floors, boasts its own private garden with a swimming pool and a separate entrance. It even has an outdoor kitchen for entertaining.

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“THe biggesT obsTACle foR us in JoRdAn wAs THe CRAfTsMAnsHip. finding THe RigHT people in JoRdAn is like TRying To win THe loTTeRy”

PROJECT PROFILE PALACE RESIDENCES

Apartments are varied throughout the development, with no identical layouts. Marble flooring for the interior and patio tiles were both sourced from Spain, while oak was used for doorframes. Natural light is prevalent throughout all units, with “no dark spots”, according to Jaber. The colour palette for the walls, floors and tiles is kept neutral to allow tenants to add their own personality. Tenants chose from six colour themes for the bathrooms, while bedrooms contain walk-in closets that are bigger than the average boardroom. A home automation system controls the lights, AC, heating, blinds and rolling shutter, with the capability to link up to music and security systems. According to Nawaiseh, the project uses more insulation than most other Amman properties. “It is not easy to deal with the weather as we have snow in winter and hot summers. Walls should have very good insulation for energy conservation, and here we have thick walls with insulation in the middle.” Despite the drastic temperature swings in Amman, many developments refrain from installing thick insulation due to the impact

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on profitability. “If you build a bigger wall at 50cm, like we’ve done, you have to deduct that from the net area. But if you build a 20cm wall, it will have a larger selling area and it is more profitable,” says Nawaiseh. “If you have better insulation you are punished,” adds Jaber. Aside from using thicker insulation, other measures for conserving energy include lowenergy lighting and a Fujitsu General Air Stage V-II, a highly efficient VRF system according to Nawaiseh. While the choice and placement of MEP offered some challenges, Jaber states that the building is structurally “straightforward”. Lacasa’s Ihab Nayal acted as lead designer, supported by a team of 12 professionals for the detailing. Concept design took two months, with a further four for detailed design and 24 months for construction. Nawaiseh states that around 120 people worked on-site, including painters, plumbers and woodwork specialists. Sourcing quality construction professionals from the Jordanian workforce proved to be a major challenge for the team. Instead of hiring a contractor, Nawaiseh assembled and supervised

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insulATion woRk The project uses more insulation than normal to help with energy conservation.

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a collection of builders and craftsmen under the name of Miramar Contracting. “It is not like Dubai where you have a contractor, a bill of quantities and a sub-consultant to supervise construction. We had to split it into packages as it doesn’t work if you have sub-contractors,” says Jaber. Nawaiseh stresses the challenge of finding skilled labour in the country. “The biggest obstacle for us in Jordan was the craftsmanship. Finding the right people in Jordan is like trying to win the lottery. To implement the design into reality is a nightmare, especially with Jordanisation. He continues: “There is a government regulation that you cannot import skilled labour from another country, so we had to use the resources available in Jordan. You can’t bring in an experienced painter from India or Egypt – you have to go into the local market and find someone who has registered. We ended up choosing many people we had worked with before.” Those that were hired required constant supervision in order to achieve the goal of surpassing Jordanian construction standards. “They will not do the job properly unless you are on top of them,” says Nawaiseh.

PROJECT PROFILE PALACE RESIDENCES

“iT is noT like dubAi wHeRe you HAve A ConTRACToR, A bill of quAnTiTies And A sub ConsulTAnT To supeRvise ConsTRuCTion”

They were asking for a very high price as it is not what they are used to. I decided to hire my own staff and buy the materials instead.” After the materials were purchased, a process of value engineering was undertaken to minimise wastage and maximise efficiency. This process managed to save 25-30% on the cost of materials, without compromising quality, according to Jaber. He believes that the hard work has paid off, adding: “I’m so proud of the quality of the craftsmanship and the stone. This type of layout and quality is not available here in Amman. Even though it is luxury in every way, it is very cost-effective.” It appears that the project has already set a benchmark for Amman residential projects, with developers attempting to mimic World

skill sHoRTAge Obtaining the right labour for the project was a major challenge for the project team.

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“They will say, ‘Why do you want it that way, everybody does it like this’ and they don’t understand why you are going to the extra effort if the apartments are just going to be sold.” Due to the lack of local products and expertise, features such as the stainless steel handrails were custom-built and installed from scratch. “We had to get the material, cut it to the design, weld it to the quality standard and install it. This happened with many items. That’s the difference between doing it in Dubai and Jordan,” says Jaber. “You bring in a company and they will give you a tremendously high price but the quality is not that good,” adds Nawaiseh. “The handrail is a different design to what they are used to – it’s a tube and out of the range.

of Construction’s style, albeit on a smaller budget. “People are trying to implement something like this, but when they get to the numbers they think it is costly, so they pull back a little bit,” says Nawaiseh. “There was someone who liked it but couldn’t afford the expensive stone, so he tried to do it cheaper,” Jaber adds. “As soon as you change something, the whole effect is lost. For instance, the standard stone size is 25cm but we have designed it as 30cm. It is more expensive this way, but if you use a smaller size it will affect the whole proportion and classical architecture is all about proportion. At Lacasa, our lead designer, Ihad Nayal, designs to the millimetre.” Despite resistance from the local workforce, World of Construction stuck to its guns and succeeded in building an international-quality product in Amman. With all units sold, it is clear that affluent Jordanians appreciate the extra quality and panache of the project. Driven by an impassioned leadership team, with a painstaking attention to detail and an uncompromised vision of quality, the Palace Residences is a labour of love.

COMMENT ron beck

MEconstructionnEws.com

Ron beck

Gaining control over project costs and risk Ron Beck, engineering director, AspenTech, discusses how to gain control over project costs and risk through better conceptual estimates during FEED

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“Reducing pRoject unceRtainty and Risk can be achieved by pRoviding pRoject manageRs with the tools and capability to betteR hold industRy capital costs in check”

MARCH 2015

ight oil and gas discoveries, in North America and worldwide, have launched a major realignment of oil and gas supply dynamics, decoupling of oil and gas prices, and a resulting growing demand for major capital assets, which has also had a heavy impact on the Middle East market. This is creating an increase in E&C backlogs worldwide and a bright outlook for the E&C industry (1). One of the biggest factors that may disrupt these capital projects is a chronic escalation of project capital costs. (2) According to a PwC survey of the Capital Projects market in the Middle East, “80% of respondents said that their projects had experienced a delay, with 46% saying that they had suffered significant delays – in excess of six months. Completing projects on budget was also a significant issue, with only 36% of respondents saying that their projects were completed on or under budget.” (3) New thinking is required to overcome project cost and execution challenges. Early and accurate cost estimates are vital to reducing project risk for both E&Cs and owner-operators. Alignment of project scope and estimate are crucial to overall management of project capital expenditures. How can this be achieved? One of the earliest and most important areas of communication between the E&C and the owneroperator is around the project scope. A challenge at this stage of a project is the financial, business and resource pressure, which causes engineering teams to begin detailed design before FEED has been completed and before the scope has been locked down. This causes wasted engineering effort on the one hand and project cost fluidity on the other. More focus on higher quality FEED at this stage of a project will pay off in many ways. Another challenge is the dependence of traditional estimating groups on enumeration of bulk quantities, which usually comes out of detailed design activities, such as P&ID and 3D

model development. The modern estimating group must decouple these concepts. It is completely possible today to achieve an accurate FEED (+/-15%) estimate with only 20% of the engineering work completed and mainly based on the list of major equipment items. The use of cutting-edge economic estimation and FEED deliverables software dramatically improves engineering projects by improving scope communication early in the project, providing flexibility to contend with conceptual engineering changes and by reducing project risk and uncertainty. Based on engineering model scope definitions of process, these software tools can accurately predict total installed costs of a project within a 10-15% envelope; easily evaluate additions or subtractions of scope; and compare costs based on project relocation and assess alternatives, such as on-site fabrication version modular remote construction. The software provides a consistent cost basis to add detail progressively from pre-feasibility through construction within one system. Adopting best prActice

Projects that have achieved superior cost results generally share a number of characteristics: (1) Use of the same software between the owneroperator and E&C, especially when employed with a transparent software system, so that scope and resource requirements are clearly communicated between owner-operator and E&C. The owner uses this to evaluate bids on an apples-to-apples basis and ensures that all requested scope is included (2) Use of an estimating system that can be integrated with the process modelling environment and FEED deliverables software. This approach enables rapid re-evaluation of the estimate based on conceptual engineering changes, ensuring project change management consistency

COMMENT ron beck

software for the conceptual FEED estimate, an estimating effort split among five estimating teams. Capital cost estimating software delivers accurate and reliable results. It: • Maximises the company’s use of capital and reduces project risk by increasing predictability of estimates and providing estimates for authorisation-for-expenditure (AFE) earlier in the engineering process • Obtains conceptual Engineering, Procurement, Construction (EPC) estimate, once the scope is defined, in a fraction of the time required by traditional methods, reducing bidding risk and more effectively using estimators’ time • Brings forward the capital decision timeline • Delivers accurate and predictable cost estimates within 10-15% of actual costs • Provides standardised information communicated across the organisation • Increases capital project throughput while keeping the same staff levels

(3) Use of the same estimating platform from pre-feasibility through detailed estimating. This approach can help improve estimator productivity by up to 80% Cutting-edge economic estimation software can easily handle environmental differences (from a civil engineering viewpoint), multiple contractor cost structures, subcontractors, varying labour efficiencies, multiple estimating teams, modular construction and many other factors. There are also special requirements in developing estimates on mega projects, such as offshore projects, LNG and large greenfield projects. These include the raw size of the project that must be modelled in software, both in terms of equipment and bulk sizes, as well as the number of individual cost elements, the need to split the estimate among multiple estimating teams and integration with project management systems. Engineering software, offering an integrated lifecycle solution from conceptual design to plant start-up and operations support, enables engineers to model, build and operate safer, competitive and more reliable process plants. Companies are able to reduce capital and operating costs, increase engineering efficiency and quality, and accelerate time-to-market with payback in months instead of years. Many companies have adopted economic evaluation software tools to enable rapid evaluation of

capital investment projects early in the design process and carry the estimate through from prefeasibility to construction, to improve estimating productivity and reduce variability in the estimating function. For example, Aspen Capital Cost Estimator (ACCE), part of AspenTech’s Engineering software, is a model-based estimating system that captures engineering knowledge through an 'engineer in a box' approach. The software is used for the estimation of capital projects of any size across the process industries, for both conceptual and detailed estimating. Leveraging built-in engineering models and cost data that is updated yearly, ACCE provides the industry with accurate and comprehensive information for capital project scope development and costing. This includes scenarios such as relocating the proposed facility from one site to another and determining the viability of bringing new products to market. Purely dependent on an input of an equipment list, the estimates generated by the software are based on information that covers the cost of new equipment that is part of a new process, and plant bulks and civil infrastructure like piping, instrumentation and site work, along with labour for the associated design and construction activities and required resources. To illustrate the effectiveness of such tools, the $20bn Sadara project in the Middle East successfully used Aspen Economic Evaluation

the vAlue of effective decision-mAking

An informed understanding of the economics associated with engineering alternatives improves the conceptual design process. These include important choices about technology, yield, configuration, energy use, feedstocks and project timing. The impact of conceptual design choices on plant economics is long-lasting. By using one economic evaluation software platform throughout the engineering cycle, the E&C progresses the estimate from feasibility to conceptual to detailed cost estimates over the project lifecycle. The value of this approach is that the estimator can focus on the major equipment items that contribute significantly to the costs, rather than spend time enumerating bulk quantities at the FEED stage. When the same software is used transparently by both the owner and the engineer, communication on project scope and control is clear and consistent. Broader understanding and adoption of this advanced estimating approach enables project decisionmakers to rapidly and confidently evaluate capital investment projects early on. Reducing project uncertainty and risk can be achieved by providing project managers with the tools and capability to better hold industry capital costs in check. n Ron Beck is engineering director, AspenTech. REFERENCES: (1) - Jorge Leis, Bain & Co, 2014, at the Rice Global E&C Forum (2) - John Westwood, Douglas-Westwood, 2014, at the Offshore Technology Conference (3) - PWC – Delivering the Middle East’s Mega Projects 2012 Capital Projects and Infrastructure Survey

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infoRmed decisions Having an informed understanding of the economics of a project and the engineering alternatives improves the conceptual design process.

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INDUSTRY EVENT

award wiNNErs Amer Bin Ahmed with the Knauf Award winners on the night.

Knauf Celebrates exCellenCe

The 2nd annual Knauf awards nighT was held aT The One and Only rOyal Mirage On february 20, 2015. big PrOjecT Me was There TO wiTness The achieveMenT Of excellence aMOngsT Knauf’s clienTs and eMPlOyees

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ast month, Knauf Middle East hosted the second ever Knauf Awards Night, at the One and Only Royal Mirage in Dubai. An annual event that celebrates the achievements of its huge and varied customer base, the Knauf Awards serves as a way for the drywall systems provider to connect with the different segments of the construction industry. The customer-centric event was attended by senior executives who were representing construction related firms from all over the UAE, the GCC and even South-East Asia. More than 285 guests attended the event, which was held on February 20, 2015 and featured performing artists and live music, along with a dinner reception. “We are at a very important turning point in the UAE,” said Amer Bin Ahmed, managing director of Knauf Middle East. “Expo 2020 is just around the corner and along with it comes a challenging and exciting period of time. Many projects are in the pipeline and many more underway with completion nearing. The expo itself stands for something much more than simply a show. It is unification on a global scale which will propel Dubai and the rest of the UAE to even more

MARCH 2015

international prominence than already is present. “Knauf Group and its many loyal patrons demonstrate the unification that the Expo stands for. We all come from many different creeds, colours and backgrounds and this is a major factor in all of our successes. It is through this diverse unification that we are able to bring about mutual success through a performance based culture. We are all here tonight due to our combined efforts and subsequent performance via the common language of Knauf and in particular our full drywall system solutions along with our synergy partners; AMF, Heradesign, Aquapanel, Knauf Flooring and Danoline. We talk about Knauf being a family company, and it really is; from our employees to all of our customers, we are together as one. You can certainly feel this in the atmosphere here this evening at our Knauf Awards Night.” Larish Buhari, operations manager at Al Rawda General Maintenance and Décor Company, said that he was appreciative of the support and assistance Knauf had provided to his firm over the years. Speaking after picking up a ‘Special Recognition

for Contractors’ award, he said: “It feels good to receieve an award. It makes us feel appreciated for the hard work that we put in. The vibe is amazing and it’s really good to be here! “Knauf is a reliable systems provider. Anytime I need anything, they’re there. They give quick response and they take care of all our needs onsite. I’m really happy to work with them because they’re very efficient, very reliable and very professional. To have all these qualities in one supplier is rare,” said Buhari. Vineesh Babu of Gemini Building Materials, the winner of Dealer of the Year award on the night, agreed wholeheartedly with Buhari, adding that in his opinion, Knauf was the best drywall system provider in the GCC. “Knauf is the only solution for drywall systems for major projects – the A+ projects (in my opinion). So any tie-up or connection that we have with them helps our company to grow as well,” he asserted. “Our relationship with them is at the top level and the support we get from them is for all departments. Whether it’s sales and marketing or technical support, it’s above and beyond all levels,” Babu said.

advertorial KNAUF AWARDS

deliver in this market,” Brunner asserted. Mayad Badar, design manager at Brookfield Multiplex, who are working on the Qatar National Library project, seconded Brunner’s opinion, pointing out that his experience with Knauf showed how committed they were to delivering excellence. “Looking back to two years ago, when Knauf first visited me at the National Library project – we had absolutely nothing and within one week, they had supplied us with the specifications for the project, with a system that really suited us, and we took it from there. Since then, every month there’s been a visit from Knauf – their support is just amazing, it’s more than a supplier and it’s more than just a product being bought,” he related. Jean Claude, a senior manager for Technical Trading in Oman, winner of Installer of the Year for Oman, added that Knauf’s technical support showed how they brought added value to their products. “It’s not just about installing the product, it’s about understanding it. We visit the factory, we get an understanding about the product and how to install it, that brings added value to it. Knauf is very proactive in this regard and they put a lot of effort into their research, and that’s why I believe they have such a large share of the market,” he asserted.

Knauf aWaRDS WInnERS system seller of the year Dywall Qatar Ltd, Qatar Mount Decor LLC, Oman SIG Middle East LLC, UAE installer of the year Trade Line LLC, UAE best Performance - special Products Al-Yaqeen for General Trading & Contracting, Kuwait Almisned Ceiling & Flooring, Qatar Depa Albarakah, UAE installer of the year - heradesign Al-Khayarin International, Qatar Jascon Engineering WLL, Qatar dealer of the year - heradesign Creative Line Enterprises WLL, Qatar installer of the year - aMf and heradesign Heradesign - Technical Trading Company LLC, Oman AMF - Perfect Building Materials LLC, UAE special recognition - contractor Sadeer Trading & Contracting Co., Kuwait Al-Khayyat Contracting & Trading KCT - URBACON, Qatar Interarc Qatar LLC, Qatar IMAR Trading & Contracting Co. WLL, Qatar Al Turki Enterprises LLC, Oman Al Kahf Trading Co. LLC, Oman Interco Decor Co. LLC, UAE Vancouver Interiors LLC, UAE Pando Insulation Materials Co. LLC, UAE Al Rawda General Maintenance and Decoration Co., UAE special recognition - architect Brookfield Multiplex Medgulf JV, Qatar Khatib & Alami - Consolidated Engineering Company, UAE special recognition - aquapanel Insite Dimension, UAE Mainline Building Materials LLC, UAE special appreciation Dubai Municipality - Government of Dubai dealer of the year Alyusuf Building Materials Co. WLL, Bahrain CPF International Co., Kuwait Qatar Gypsum Products Industry, Qatar Gemini International LLC, Oman Gemini Building Materials, UAE

MARCH 2015

MIDDLE EAST

Hasan Abu Gheida, managing director of Qatar Gypsum Products Industry, winner of the Qatar Dealer of the Year award was also quick to praise Knauf for its efforts in bringing the industry together. “It’s an appreciation of the dealers from Knauf and that means a lot to us. As a matter of fact, it’s an incentive to us to improve our efforts for sales and distribution in Qatar,” he insisted. Also in attendance were representatives from some of the sponsors of the event, including Peter Brunner, sales manager – North/East for Heradesign Acoustic Ceilings. He expressed his delight at the turnout for the event and highlighted the presence of representatives of Dubai Municipality and several major contractors as especially satisfying. “I’m really proud to be part of this awards ceremony because it shows that the community and the values of Knauf have been delivered. It was an amazing and motivating show and it’s now our target to go ahead and keep it running,” he told Big Project ME. “The market here is quite stable and it is still increasing, but it is catching up with professionals. Because of this, they need the entire range of completely developed products and solutions and that is where Knauf and all the brands under its umbrella can come in. They can provide all the tools required to

COMMENT Ali Al SuwAidi

MEconstructionnEws.com

ali al suwaidi

The Importance of a Sustainable & Benchmarked FM Industry Ali Al Suwaidi, MEFMA board member, outlines how FM consultants can help drive through real sustainability measures throughout the construction industry

MIDDLE EAST

“a building which is regularly benchmarked will undoubtedly instil a culture of continuous improvement, which leads to a higher level of customer satisfaction and return on investment for building owners and investors alike”

MARCH 2015

n the corporate sector, an increasing number of companies in Europe, the United States and Canada have started issuing annual corporate sustainability reports in addition to their financial reports so that they can fully report their annual performance. Organisations dedicated to this effort, such as LEED, are also gaining significance with companies worldwide. In the UAE, the shift towards sustainability has been more recent in comparison to global efforts, but businesses have quickly caught up with their counterparts by implementing sustainable practices that are on a par with world standards. Indeed, MEFMA is working alongside many FM (facility management) companies and we have observed the rapid growth of an encouraging trend – organisations such as hotels, malls, schools, airports and office complexes are increasingly implementing cloud computing and remote control systems to help reduce energy output and therefore utility bills. But commendable as this is, do those same organisations rely too heavily on the work of technology to fulfil their environmental obligations and negate the work that humans can still achieve in reducing the carbon footprint? In this instance, facility management providers are best placed to advise on streamlining waste management operations. Not only can they integrate the necessary procedures for recycling, but the same reputable companies can also instigate a change in mentality that ensures the occupants of any building also contribute to the reduction of waste. So if facility management consultants are brought into the construction process at the outset, then architects can subsequently ensure that recycling in a building is integrated into the facility’s day-to-day management. Take the

chutes, for example. Why not have three – one each for plastics, paper and food? Such an initiative would make it be very easy for the waste management company to handle and process, as well as for occupants to recycle. At MEFMA, we are seeing construction companies bring such providers in earlier on projects; but to come back to the beginning, this is because FM providers can improve upon the energy performance of a complex. And with their knowledge of how building complexes work, they can also help to meet organisational targets that still rely on human commitment, rather than delegating to a computer in order to meet carbon emission targets. During our recent annual MEFMA Confex, we unveiled our plans to launch our very own star rating system (SRS) that will benchmark buildings and facilities across the Middle East against a stringent set of guidelines and practices. This was inspired by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, having recently called for a star rating system of all government services offered within Dubai. From the government’s perspective, the implementation of an SRS system moves the UAE towards improving and developing government services, leading to a higher level of customer satisfaction. In a nutshell, this is why we at MEFMA are looking to implement our own version of the SRS system to ensure our buildings fall in line with what is expected in today’s growing FM market. Why benchmark in Fm at all?

The handling of property and facilities has changed from pure building administration

BRO U G HT TO YO U BY

COMMENT Ali Al SuwAidi

green growth The global FM market will reach $397.69 billion by 2017, a report by Global Industry Analysts has said.

to a professional and active facility management industry. Benchmarking will play an essential role in this, and will contribute to overall success. Benchmarking is not about whether a property is managed well. It examines structures, processes and standards, to track down chances for optimisation and use these accordingly. A recent report issued by Global Industry Analysts has predicted that the global FM market will reach $397.69 billion by 2017. This sort of growth can only be achieved through the implementation of best practice solutions that benchmarking allows you to implement. Benchmarking our industry and facilities against globally recognised parameters is essential to driving up standards across our industry as a whole. As with any benchmarking initiative, there are two main reasons to implement this tool. First, it greatly improves efficiency by filling in operational gaps, improving quality of productivity and leading to a reduction in costs and an increase in revenues as a result. This tool helps you look at design as well as operational gap during the lifecycle of the asset. The other facet to benchmarking is its ability to develop competence from the ground up. It does this through delivering a cultural change towards a learning organisation, so that everyone managing a facility is singing from the same hymn sheet. The result is a marked increase in the understanding of processes and a change in employee and customer behaviours and attitudes. As a result of all this, a building which is regularly benchmarked will instil a culture of continuous improvement, which leads to a higher level of customer satisfaction and return on investment for owners and investors alike. While MEFMAâ&#x20AC;&#x2122;s SRS System initiative has initial MEFMA board approval, it's still early days for the backing of government entities. Once approved, the programme will be applicable to any facility across the Middle East, with the aim of ensuring safety, productivity, longevity and return of investment. As of now, the system is set to play an integral part in the MEFMA Challenge Award Programme, which will award the buildings and facilities that meet the criteria of the SRS system. We hope to announce the first round of winners at MEFMA Confex in 2015. n Ali Al Suwaidi is a MEFMA Board Member. For further information, visit: www.mefma.org

MARCH 2015

MIDDLE EAST

kone middle east llc tel: +971 4 279 4500 w w w. ko n e . a e

SuStainability Bee’ah

MIDDLE EAST

SuStainable feeS Bee’ah has revised its waste processing fees and developed new cash payment terms.

MARCH 2015

MEconstructionnEws.com

SuStainability Bee’ah

NothiNg to Waste

Big Project ME talks to Fahad Shehail, chief operating officer of Bee’ah, about how his company is changing the way waste management is regarded in the GCC

Bee’ah has revealed its innovative solar power project to be the first of its kind in the region. It is a new solar power project to be built to power Bee’ah’s facilities at the Waste Management Centre in Al Saj’ah – Sharjah. The project is part of Bee’ah’s renewable energy projects portfolio, and is in line with the company’s vision for future growth and expansion as Bee’ah ventures into new areas of operations beyond waste management. The solar power project will generate more than 20MW, part of which will be utilised to sustainably power all the Bee’ah facilities at the Waste Management Centre in Al Saj’ah – Sharjah as an off-grid (stand-alone PV system) installation with potential storage capacity to power the facilities during non-daylight hours. The solar power project is a significant step forward in our strategic growth as a company into the renewable energy sector. Given Bee’ah’s leading and award-winning track record in waste management, we are confident of our capabilities and readiness for a new era of Bee’ah, one that encompasses renewable energy as well as other domains of the environmental management sector to ensure a better future for our cities, citizens and residents alike. The uniqueness of the Bee’ah solar

power project, which stands out from others in the region, is due to the utilisation of conventionally unusable land space, the landfill site and the ability to power recycling facilities, which as a result will position Sharjah as an innovator in this industry. With one of the largest landfills in the region, we aim to utilise the area of our main landfill in Sharjah, which is often seen as contaminated land not readily suitable for commercial development, to implement our first solar project, part of a wider future energy mission which will power our waste management and recycling facilities, thus reducing our total carbon footprint as a company and adding to the overall sustainability of our operations and the Emirate at large. the company has unveiled designs for their neW headquarters. hoW energy-efficient is this Building compared to other Waste management Buildings?

The Bee’ah new HQ building was commissioned by the worldrenowned Iraqi-British Zaha Hadid Architects, following an international competition that took place in 2013. As mentioned, Bee’ah has unveiled the design at the WFES and showcased the model of its new headquarters at its booth as part of its display of projects at the WFES, alongside other key new projects and environmental developments that the company is venturing into. The new building, which will be 100% powered by renewable energy that consists of solar power and energy from waste, features a dynamic design incorporating advanced environmental solutions to foster a naturally sustainable structure, a healthy work environment and positive interactions between visitors and staff members. A central ‘oasis’ created at the heart of the

MARCH 2015

MIDDLE EAST

Bee’ah Will Build a solar poWer project at its main landfill site in sharjah to generate 20mW, part of Which Will Be used to poWer the company’s facilities. hoW does this project stand out from others in the region?

SuStainability Bee’ah

MIDDLE EAST

Sharjah headquarters aims to soften the hard dryness of the desert. With inviting courtyards allocated between the public and staff clusters within the building, these courtyards will shape a lively central space with a fresh outdoor atmosphere where staff and members of the public can interact visually and freely. Designed from principles responding to the natural environment in order to provide comfort for its occupants alongside minimising energy and resource consumption, the formal composition of the new Bee’ah Headquarters has been informed by its desert context as a series of intersecting dunes orientated to accommodate the powerful prevailing Shamal winds, and developed in direct response to the environment to ensure the internal spaces are provided with ample highquality daylight and views while limiting the quantity of glazing exposed to the harsh sun. A sustainability strategy is adopted for use on the construction site that focuses on energy consumption, ecology, construction materials, pollution and management issues surrounding construction and maintenance. The active and passive energy approaches are predicted to provide a 30% reduction in energy consumption. All power required for the building will be generated via low- and zero-carbon sources, principally from the Bee’ah Waste Management Centre converting municipal waste (that would otherwise decay in landfill) into energy and large arrays of photovoltaics incorporated within the site. Bee’ah has also devised an ingenious site waste management (SWM) plan which will minimise the waste sent to landfill during both the construction process and the operation period. The application of the SWM plan aims to put recycled and secondary aggregates to good use, and to provide adequate dedicated storage space for recyclable and compostable waste. The new Bee’ah Headquarters Building is defined by the very same principles that are the foundation of the company’s mission: to provide coherent and sustainable environmental solutions

MARCH 2015

MEconstructionnEws.com

to meet the future challenges of the community. We have started the construction, and we will announce the completion date at a later stage. it Was recently announced that duBai Will impose a Waste disposal fee this year. What impact Will this have on the landfills of other emirates, such as sharjah?

We don’t anticipate this having any effect on Sharjah. We received over 2.4 million tonnes of waste in 2014 and expect that figure to grow with the population growth and the continuous development of construction projects. should the uae move toWards a unified tariff regime?

From our side, the Sharjah City municipality and Bee’ah have implemented a waste processing gate fee at the Waste Management Centre in Al Saj’ah to assist in the proper processing of the right types of wastes for recycling and disposal. This has been implemented as a step towards achieving zero-waste to landfill for the Emirate of Sharjah. In order to continuously deliver the best waste management solutions for our emirate, we have revised the waste processing fees and

“the uae iS at the forefront of SuStainable development, waSte management SolutionS and recycling effortS in the region, and Shar jah iS leading the way”

new cash payment terms, and they apply to all elements of waste streams and will be charged to all waste collectors and haulers depositing waste at Bee’ah’s Waste Management Centre. These fees were structured and calculated based on the technical method of identifying and processing the different types of wastes, and on the economic costs of providing environmentally sound and responsible waste management infrastructure in the Emirate of Sharjah. With the support of our key clients, this integrated system aims to promote the proper diversion of materials, and to ensure that the remaining waste is handled in an environmentally responsible manner, thus providing the proper mechanism for the continuous improvement of our waste management system. hoW is the region doing in terms of Waste management, compared to the rest of the World?

Growth of urban, industrial, service, commercial and other economic sectors is usually associated with increased generation of wastes and emissions of all types: solid, liquid, domestic, commercial, agricultural, medical, hazardous and nonhazardous wastes, as well as emissions in the air. The UAE is at the forefront of sustainable development, waste management solutions and recycling efforts in the region, and Sharjah is leading the way. The hands of government and non-government agencies engaged in this task are active, thanks to the growing needs of a rapidly growing population, industrialisation and construction activities in the country. Many countries in the region are ensuring that the urgent problems of sustainable development in the region are resolved; as a result, we promised to deliver the best environmental management solutions that would benefit our city and the UAE through proper waste management systems, better air and water quality, while supporting renewable energy generation and encouraging the reduction of energy consumption.

TENDERS

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tOP teNdeRS

Project cardioloGy centre project Budget $106,000,000 Project Number BPR655-B reGioN Manama, Bahrain clieNt Supreme Council for Health (Bahrain) descriPtioN Construction of a stateof-the-art cardiology centre comprising seven floors featuring (150) beds, operating theatres, an emergency unit and laboratories among other facilities Period 2018 status Current Project

Project Headquarters construction project – al aHmadi Postal/ZiP code 476 PhoNe (+964-1) 727 0710 Fax (+964-1) 727 0565 email oec@iraqioec.com Website www.iraqioec.com descriPtioN engineering, Procurement

Project General Hospital project – airport HeiGHts Budget $560,000,000 Project Number WPR498-O clieNt Royal Oman Police (ROP) reGioN Muscat 113, Oman Postal/ZiP code 2 PhoNe (+968) 560 021/ 562 030 Fax (+968) 560 107 email ropnet@omantel.net.om Website www.rop.gov.om descriPtioN Construction of a

and Construction (ePC) contract to build a 24-inch, 100-kilometre-long natural gas pipeline to transport up to 4.4 million cubic metres per day of gas Period 2015 status Current Project

Project air Force manaGement centre – KinG KHalid air Base

new general hospital

Period 2018 status Current Project

Budget $39,000,000 Project Number WPR523-K reGioN Safat 13048, Kuwait clieNt equate Petrochemical Company (Kuwait) address Olympia towers, Block 2, 3rd & 11th Floor, Salem Al Mubarak Street, Salmiya Area Postal/ZiP code 4733 PhoNe (+965) 189 8888 Fax (+965) 2576 5733 email pemarket@equate.com Website www.equate.com descriPtioN Construction of new headquarters for a petrochemical company Period 2017 status Current Project

Budget $166,000,000 Project natural Gas pipeline project – Badra oil Field Budget $190,000,000 Project Number MPP2914-IQ reGioN Baghdad, Iraq clieNt Oil exploration Company - OeC (Iraq)

Project Number WPR534-SA clieNt Royal Saudi Air Force (Saudi Arabia) reGioN dhahran, Saudi Arabia address III, Building No. 670, King Abdul Aziz Airbase, dhahran International Airport PhoNe (+966-3) 879 2963 descriPtioN Construction of a new Air Force Life Cycle Management Centre at an Air Base status Current Project

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MARCH 2015

TENDERS

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tel +9712-6348495 Web www.middleeasttenders.com email sales@middleeasttenders.com

tel +9714 346 6456 Web www.ccsgulf.com email info@ccsgulf.com

uae ViZir doWNtoWN hotel aPartmeNts Project – burj KhaliFa

clieNt dara development LLC address Office 2904, Boulevard Plaza, tower 1, downtown dubai reGioN dubai, uAe Postal/ZiP code 119660 Website www.daradevelopment.com descriPtioN Construction of a hotel apartments building comprising a basement level, a ground floor, mezzanine floor, 4 parking levels, 22 additional floors and a roof status New tender teNder cateGories Hotels, Prestige Buildings teNder Products High-rise towers, Hotel Construction

moVeNPicK hotel aPartmeNts Project – doWNtoWN dubai

Project Number WPR516-u clieNt Movenpick Hotels & Resorts address the Lofts, Building 2, Office 218, dubai Media City reGioN dubai, uAe PhoNe (+971-4) 367 1927 Fax (+971-4) 367 2688 descriPtioN Construction

of a hotel apartment tower comprising 246 units. Period 2017 status New tender teNder cateGories Hotels, Prestige Buildings teNder Products High-rise towers, Hotel Construction

carboN dioxide recoVery & acid Gas eNrichmeNt PlaNt Project

Project Number MPP2956-u clieNt Abu dhabi gas Industries Limited (gASCO)

address tower H, Corniche, Near Al Ain Palace Hotel reGioN Abu dhabi, uAe Postal/ZiP code 665 PhoNe (+971-2) 603 0000 Fax (+971-2) 603 7414 email info@gasco.ae Website www.gasco.ae descriPtioN engineering, Procurement and Construction (ePC) contract to build a carbon dioxide (CO2) recovery and acid gas enrichment plant status New tender teNder cateGories gas Processing & distribution, Industrial & Special Projects teNder Products Carbon Capture,

gas Processing & Separation

desert rose city Project

budGet $8,000,000,000 Project Number SPR595-u clieNt dubai Municipality address deira reGioN dubai, uAe Postal/ZiP code 67 PhoNe (+971-4) 206 4620 Fax (+971-4) 221 0530 email info@dm.gov.ae Website www.dm.gov.ae descriPtioN development of a city covering 4,000 hectares of land

INTEGRATED ESTIMATING, PROJECT CONTROL AND ERP SOLUTION FOR CONTRACTORS

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MARCH 2015

TENDERS

to house 160,000 inhabitants in 30,000 dwellings, including a renewable energy plant with anticipated capacity of 200 megawatts, a sewage recycling plant with capacity of over 40,000 cubic metres of waste water, a light rail network and eco-walks for pedestrians and cyclists Period 2025 status New tender teNder cateGories Construction & Contracting, Power & Alternative energy, Public transportation Projects, Roads, Bridges & Infrastructure, Sewerage & drainage, Water Works teNder Products Infrastructure, Railways, Residential Buildings

budGet $82,000,000 Project Number WPR448-u clieNt danube group (dubai) address Jebel Ali Free Zone reGioN dubai, uAe PhoNe (+971-4) 887 1234

Fax (+971-4) 887 1235 email info@aldanube.com Website www.aldanube.com descriPtioN Construction of a residential complex comprising two towers offering 292 luxury apartment units and 10 retail units Period 2017 status New tender teNder cateGories Construction & Contracting, Leisure &

entertainment teNder Products Residential Buildings, Retail developments

maNar mall exPaNsioN Project

budGet $65,000,000 Project Number WPR541-u reGioN Ras Al Khaimah clieNt Al Hamra Real estate development LLC (Ras Al Khaimah) Postal/ZiP code 30019 PhoNe (+971-7) 243 4477 Fax (+971-7) 243 4466 email realestate@alhamravillage.com Website www.alhamravillage.com descriPtioN Carrying out expansion of an existing shopping mall to double the retail space from 30,000 square metres to 60,000 square metres Period 2016 status Current Project teNder cateGories Construction

& Contracting, Leisure & entertainment teNder Products Retail developments

bahraiN bahraiN – saudi arabia railWay liNe Project

budGet $5,000,000,000 Project Number MPP2768-B reGioN Bahrain clieNt Bahrain government Postal/ZiP code 26060 PhoNe (+973) 1774 1144 Fax (+973) 1774 0048 Website www.capital.gov.bh descriPtioN Construction of a railway line spanning 87 kilometres of main-line double track status New tender teNder cateGories Public transportation Projects teNder Products Railways

INTEGRATED ESTIMATING, PROJECT CONTROL AND ERP SOLUTION FOR CONTRACTORS www.ccsgulf.com | Tel: +971 4 346 6456 | info@ccsgulf.com

MARCH 2015

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GlitZ resideNce by daNube Project – dubai studio city

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omaN

MEconstructionnEws.com

Period 2018 status New tender teNder cateGories Water Works teNder Products Independent Water Plants (IWP)

barKa iWP

budGet $600,000,000 Project Number WPR545-O reGioN Ruwi PC 112, Muscat, Oman clieNt Oman Power & Water Procurement Company SAOC address International Centre, 2nd Floor, Suite 504 Postal/ZiP code 1388 PhoNe (+968) 2482 3028 email ahmed.busaidi@omanpwp.com Website www.omanpwp.co.om descriPtioN development, financing, design, engineering, construction, ownership, operation and maintenance of an Independent Water Project (IWP) with a contracted desalination capacity of 281,000 cubic metres per day (61.8 million imperial gallons per day)

Qatar doha oasis mixeduse Project

budGet $1,300,000,000 Project Number WPR481-Q clieNt Halul Real estate Investment Company (Qatar) reGioN doha, Qatar Postal/ZiP code 24336 descriPtioN Construction of (14 Nos.) nine-storey buildings featuring penthouses and 245 apartments, including a mixeduse podium comprising housing,

retail outlets and one of the largest indoor amusement theme parks, a 7-star hotel consisting of 28 floors, six restaurants, a gymnasium, indoor pool and business centre status Current Project teNder cateGories Construction & Contracting, Hotels, Leisure &

entertainment, Prestige Buildings teNder Products Hotel Construction, Residential Buildings, Retail, theme Parks

eGyPt suGar Factory Project

budGet $550,000,000 Project Number MPP2327-e reGioN egypt clieNt Al ghurair group address Al ghurair Bldg, Salahuddin Road, deira Postal/ZiP code 1 PhoNe (+971-4) 262 3377 Fax (+971-4) 262 3388 email info@alghurairgroup.ae Website www.al-ghurair.com descriPtioN Construction of a new sugar factory with estimated production capacity of 400,000 tonnes a year of refined sugar Period 2017 status New tender teNder cateGories Industrial & Special Projects teNder Products Factories, Food Processing Plants

INTEGRATED ESTIMATING, PROJECT CONTROL AND ERP SOLUTION FOR CONTRACTORS

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www.ccsgulf.com | Tel: +971 4 346 6456 | info@ccsgulf.com

MARCH 2015

product SHOWCASE

MCT GROUP

PREMUM & PREMAX

Corrotech Construction Chemicals is renewed for the manufacturing, supply and installation of high quality flooring solutions. With over 20 years of experience in providing construction chemicals throughout the gCC, solutions to floor problems is area where CCC excel. Our flooring range comprises of repair materials, selfleveling screeds, and epoxy, polyurethane and MMA finishes. Application areas involve hygienic areas, cold stores, car park systems, residential and heavy duty flooring.

Perfect indoor climate with unique flexibility! By ensuring an easy way of changing air pattern and volume, Premum & Premax allow a draught-free environment, giving you great indoor comfort. Our new unique Angled Nozzles with patent-pending JetCone adjustment system Premum & Premax ensures perfect indoor climate according to your building needs. Our optional Airguide system offers marked leading flexibility when it is needed. Premax is Lindab’s highest performing chilled beam, supplying market leading cooling performance, without compromising on comfort.

M C T

CORROTECH CONSTRUCTION CHEMICALS (Part of the MCT Group)

SASHI MENON

P.O. BOX: 8344, DUBAI, UAE T: +971 4 811 2100 | F: +971 4 811 2101 ccc@mctuae.com | w w w.mctuae.com

207 AL RAIS CENTRE MANKHOOL, DUBAI, UAE T: +971 50 624 5365 sashi.menon@lindab.com

LG ELECTRONICS GULF FZE

KONE

Lg has integrated the entire value chain and invested more than one billion dollars to construct production facilities with a capacity of over two billion Led chips, including an advanced production system which enables mass production with 6-inch wafers. Lg also provides lighting control and management solutions integrated with building equipment such as air conditioning, heating and electricity. this makes it possible to monitor and optimise the overall energy consumption of a building. With a passion for uncompromising quality, Lg’s highly acclaimed technologies and fully integrated business approach have enabled advancements in reducing manufacturing costs while increasing the product quality of Leds. this achievement clearly shows how Lg is positioned to become one of the top energy solution companies and lighting innovators in the world.

Compared to conventional steel ropes, KONe ultraRopetM significantly reduces moving masses in high-rise lift applications. It enables travel heights of up to 1000 meters, reduces energy consumption, and improves ride comfort. the carbon fibre core and unique low friction coating make it less prone to effects of building sway and highly resistant to wear and abrasion. It is available for the KONe Highrise MiniSpace ® elevator. Compared to conventional steel ropes, KONe ultraRopetM significantly reduces moving masses in high-rise lift applications. It enables travel heights of up to 1000 meters, reduces energy consumption, and improves ride comfort. the carbon fibre core and unique low friction coating make it less prone to effects of building sway and highly resistant to wear and abrasion. It is available for the KONe Highrise MiniSpace ® elevator.

innoVation in lG liGHtinG

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MARCH 2015

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CONSTRUCTIVE CRITICISM

MEconstructionnEws.CoM

DaviD Clifton

Thirst for knowledge David Clifton explains why professional training and development is best practice for the industry

MIDDLE EAST

GCC nations are keen to address the social, economic and political consequences of relying on large expatriate workforces. By implementing labour nationalisation programmes, they aim to improve long-term economic security and sustainability through higher levels of citizen participation. issues may include unemployment, underutilisation of skills and public sector overstaffing. all GCC nations are seeking to reduce dependence on the government as the primary employer, and need to find ways of encouraging meaningful engagement with private sector companies. investing in the national populationâ&#x20AC;&#x2122;s talent, and ensuring development of the best professional skills, is therefore a priority for governments in the region, but this presents strategic and operational challenges. Policymakers and business leaders increasingly recognise that nationalisation quota systems cannot succeed without reforms and improvements to educational systems, as well as effective vocational and postgraduate training. the skill and training gaps apparent in some sectors are now an important concern for governments.

MARCH 2015

the construction industry clearly brings significant employment opportunities as the region reduces its reliance on oil revenue, increasing public and private investment in industrial, tourism and commercial property development and accompanying infrastructure. Both public and private sectors need welltrained people, especially at professional level. Government entities typically want to embed international best practice into their capital projects and programmes, but their in-house teams may not be fully equipped to do this. external consultancies can provide the necessary support. For instance, the development of project management and programme management skills, together with transferable tools and processes, can transform the in-house workforce. an appropriate case study is our Project Management office (PMo) initiative with Kuwaitâ&#x20AC;&#x2122;s Ministry of Public Works (MPW). this involved training a team of 180 professionals to enable ongoing control throughout the project lifecycle, including efficient operation and maintenance of completed projects. We anticipate growing interest in the legacy aspect of Project Management

office (PMo) services and also in standalone training and development guidance. together with our parent company atkins, we take a very positive view of our responsibilities towards our own national employees. Private employers in the region can sometimes be reluctant to invest in professional training, accreditation and advice, as many national employees will eventually aspire to government sector careers. However, we see our contribution as also creating an informed future client community, heralding better partnerships for the industry. there is scope for greater industry-wide engagement with schools and higher education providers in the region. More inward investor companies could offer work experience, internships and graduate recruitment programmes. our own experience of graduate recruitment in particular has been very positive. We expect to see more inter-organisation secondments in the future, where both client organisations and consultants second their people (and accept inward secondment) to promote wider exposure to best practice. Certainly, in the case of our business at Faithful+Gould, in-house staff development is key to the successful delivery of clientsâ&#x20AC;&#x2122; projects. David Clifton is regional development director for Faithful+Gould.

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