THE DEFINITIVE GUIDE TO THE REGION'S CONSTRUCTION PROFESSIONALS
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PLACE MAKERS IMKAN PROPERTIES
NIGEL CRADDOCK, DESIGN DIRECTOR, TALKS ABOUT MAKERS DISTRICT PROJECT and how the company has performed during the pandemic
EXCELLENCE IN INNOVATION ISSAM GALADARI
The CEO of Ithra Dubai discusses the company’s landmark One Za’abeel and Deira Enrichment Project
Longest Cantilevered Building
GOLD LEED CERTIFICATE ATTEMPT From inception, One Zaâ&#x20AC;&#x2122;abeel has implemented the highest standards of sustainability with the aim to walk away with the prestigious LEED Gold certification upon completion. This rating is a globally recognised mark of quality and achievement in green building.
WORLD’S LONGEST CANTILEVERED BUILDING One Za’abeel will attempt to hold the GUINNESS WORLD RECORDS™ title for the Longest Cantilevered Building in the world. When completed, the awe-inspiring Link structure will stretch an impressive 226 meters and rest 100 meters above ground level.
Your new headquarters at the heart of Dubai For leasing info please email firstname.lastname@example.org Call 800 ITHRA (4872) or visit our website www.onezaabeel.com
28 COVER STORY
Nigel Craddock, design director at IMKAN Properties, talks about Makers District Project and how the company has performed during the pandemic
42 18 TECHNOLOGY HYBRID SOFTWARE In conversation with Mohammed Imad, Founder and CEO of INAXUS
CONSUMER BEHAVIOUR IN 2020 Property Finder the “sign of the times” for UAE consumer behaviour in 2020
EXCELLENCE IN INNOVATION Issam Galadari, CEO of Ithra Dubai discusses the company’s landmark: One Za’abeel and Deira Enrichment Project
24 TALKING POINT
EXTRA PUSH How Public-Private Partnerships can bring in faster economic recovery from COVID-19
REDSKY LAUNCHES PROJECT CONNECT UK construction software provider launches project collaboration platform, with potential 30-60% total cost savings against competing solutions
2021 LEGAL OUTLOOK for the UAE construction industry
EXEED INDUSTRIES appoints Henrik Christiansen as new CEO
FUSO CANTER EURO 5 Al Habtoor Motors and Daimler Commercial Vehicles MENA launch the new FUSO Canter Euro 5
SUCCESSFULLY FIGHTING THE CRISIS Keestrack Group looks back on an overall satisfactory business year: Positive feedback from distributors indicate a sustainable improvement in business for the coming year
HOW TO REDUCE EQUIPMENT DOWNTIME AND BOOST JOBSITE PRODUCTIVITY by Bryan Christiansen
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he implications of the current global circumstances will lead to radical changes in the real estate sector on the long run, as is the case with various sectors, finds Medallion Associates, a leading real estate investment advisory company. Furthermore, the ongoing market competition calls for more effective expenditure management and
enhanced sustainability of operations in light of the change in profit rates due to the pressures on the real estate markets, which began to mount during the mortgage crisis, according to the company. In its analytical reading, the company indicated that the developments it is witnessing today will change the nature of investment opportunities that are expected to be concentrated more in cities. This will open greater horizons for urban development projects and integrated complexes that use clean energy sources such as solar panels, and more sustainable ventilation systems and cooling because it is less expensive to maintain. The Q3 figures from the Dubai Land Department indicate a buoyant prime residential market for investors with more than 2,297 apartments and 438 villas transacted in the Dubai prime residential market, recording a 24 per cent growth in the overall number of units sold quarter-on-quarter. Apart from that, the volume of transactions in the prime residential market grew by 49 per cent QOQ to reach USD 2 billion in Q3, compared to USD 1.36 billion in Q2 this year. Kasun Illankoon
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TRSDC AWARDS CONTRACT FOR SUSTAINABLE TRANSPORT CONSULTANCY TO MOTT MACDONALD
he Red Sea Development Company (TRSDC), the developer of the world’s most ambitious regenerative tourism project, has awarded a contract to global engineering firm Mott MacDonald to provide consultancy services to determine the optimal sustainable vehicle and fleet configuration at the destination. Mott MacDonald will deliver a comprehensive and robust analysis of the total land, sea and air transport needs for the development and operation of the 28,000km² site, from its opening in 2022 to its completion in 2030. This will involve a strategy for destination-wide clean mobility using electric and hydrogen vehicles, boats and aircrafts. “We believe
that environmental regeneration and commercial development do not have to be mutually exclusive. Our destination is one of extraordinary natural beauty, which we have a responsibility to protect and enhance for future generations,” said John Pagano, CEO of TRSDC. “We’re looking forward to working with Mott MacDonald, who are well aligned with our strong sustainability ambitions to deliver a green mobility plan and will support us with our commitment to become a carbon neutral destination,” he added. The company will also be required to identify the most appropriate supporting infrastructure, such as electric and hydrogen vehicle charging stations, in line with TRSDC’s ambitions to power the destination with 100 percent renewable
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energy. The appointment is a key development in the roll out of Phase One, which is well underway. Vehicle fleet to be assessed includes e-bikes, golf buggies, cars, vans, trucks, buses, seaplanes, helicopters, VTOL, passenger ferries, boats, maintenance vehicles, airside vehicles and even off-road leisure pursuit vehicles. Mott MacDonald will also propose the best fleet propulsion systems from a range of available sustainable options. Chris Seymour, Middle East Managing Director at Mott MacDonald, said: “At Mott MacDonald, we embed the key aspects of sustainable development into all our projects and business activities. Sustainable development is a matter of making choices and decisions that satisfy all relevant social, economic and environmental concerns, and is an area where TRSDC is setting new standards. We’re looking forward to being part of shaping this beautiful destination and supporting TRSDC’s progressive sustainability initiatives.” WWW.CBNME.COM
CALLISONRTKL PROVIDES LEAD-CONSULTANT DESIGN SERVICES FOR MAMSHA AL SAADIYAT
lobal architecture, planning, and design firm, CallisonRTKL (CRTKL), have provided leadconsultant design services from the conception to the completion of the luxury beachfront residential development on Saadiyat Island, developed in collaboration with Aldar Properties, Abu Dhabi’s biggest property firm. With three plots, consisting of nine residential towers, and one plot, consisting of a beach promenade which overlooks the waters of the Arabian Gulf, Mamsha Al Saadiyat evokes the crisp, clean architecture of the iconic Miami Beach in its design. Located in the Cultural District of Saadiyat Island, properties are only a short distance from the Louvre Abu Dhabi, as well as the future sites of the Guggenheim Museum Abu Dhabi and the Zayed National Museum. A range of dining, entertainment, and retail outlets are available along the signature element
of the project, a 1.4km promenade that stretches along the shoreline of Saadiyat Island. Matthew Tribe, Executive Director at CRTKL, commented: “Mamsha Al Saadiyat has been a fascinating project to work on, from the initial conception of the project to its eventual completion. We sought to create a development that provided its residents with much more than a place to live, and made use of the superlative global arts and culture scene available on Saadiyat Island as well as the backdrop of the Arabian Gulf to provide a home quite unlike any other.” Throughout the development of the project, CRTKL undertook multiple rounds of energy modelling, alongside studies of sustainability and materiality, to ensure that Mamsha Al Saadiyat is as energy efficient as possible in its development. In consequence, Mamsha Al Saadiyat received a 2 Pearl accreditation from the Abu Dhabi Urban Planning Council’s sustainability rating, Estidama.
Continuing, Geoff Ford, Associate Director at CRTKL and project lead, said: “In its development over the past five years, we have sought to not only create a luxury residential destination, but also ensure that the construction and use of Mamsha Al Saadiyat does not impact the pristine natural marine beauty of the emirate of Abu Dhabi. This comes in line with CallisonRTKL’s wider ‘sustainability first’ approach, which we implement on projects we work on across the world.” CRTKL’s teams developed the respective locations of each of the buildings in Mamsha Al Saadiyat to be responsive to local climate conditions, and undertook a range of assessments throughout the design stage to ensure strong views of the Arabian Gulf and Saadiyat Island’s cultural district. Early works commenced in 2015, with main works commencing in 2016. Construction works on Mamsha Al Saadiyat concluded in June 2020, with the first residents of the development moving in shortly thereafter.
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KIVERCO CHOSEN BY AVERDA FOR PRESTIGIOUS PROJECT ON THE RED SEA
orthern-Ireland company Kiverco has been chosen to design, build and install a waste recycling plant that will help recycle all construction waste from the highly acclaimed The Red Sea Project in the Kingdom of Saudi Arabia. This latest project represents another significant contract for the Northern Ireland based company in the Middle East following Kiverco’s success in securing business in the UAE for a multi-million pound waste recycling plant to process and recover waste materials from the upcoming Expo in Dubai in 2021. Kiverco was chosen by Averda, the leading waste management business in the emerging world, for this project based largely on the Company’s reputation for quality, robustness and overall performance in processing C&D waste.
The Red Sea Project is the world’s most ambitious regenerative tourism initiative which is being developed on the Kingdom’s Red Sea coast by The Red Sea Development Company (TRSDC). The project is one of several large-scale investment gigaprojects approved and overseen by Saudi’s Crown Prince Mohammad Bin Salman as part of his ambitious Vision 2030 which among its many goals, aims to increase tourism in Saudi Arabia and reduce the Kingdom’s dependence on oil. The Red Sea Project has already passed significant milestones and work is on track to welcome the first guests by the end of 2022, when the international airport and the first four hotels will open. The remaining 12 hotels scheduled for completion in Phase One will open in 2023, delivering a total of 3,000 rooms across five islands and two inland resorts.
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Chad Woodward, Director of Trade and Investment at the British Embassy in Saudi Arabia, said: “The Red Sea Project is a very prestigious development in the Kingdom and I am very pleased to learn of Kiverco’s involvement in the project. The fact that Kiverco was chosen by Averda to deliver a solution to process the waste generated by this project highlights the excellent reputation British manufacturing has in the region.” He added: “Kiverco has started to expand in this region and I am confident that they will continue to win new business as a result of this flagship project.” The Red Sea Project will employ some 35,000 people directly and provide another 35,000 indirect and induced roles. The destination will welcome a maximum of 1 million visitors each year by 2030, generating an estimated SAR22 billion ($US 5.9 billion) in income for Saudi Arabia.
PROVIS ACQUIRES DUBAI-BASED PACIFIC OWNERS ASSOCIATION MANAGEMENT
eading estate management company Provis announced the acquisition of Dubai based Pacific Owners Association Management (Pacific UAE). Approximately 6,400 units will be added to Provis’s owners association portfolio effective immediately. These units are located in Dubai Marina, Jumeirah Lake Towers, Business Bay, Jumeirah Village Circle, Dubai Sports City and Dubai International City and are diversified across various sectors ranging from residential, commercial and retail all the way to hotels and mixed-use properties. Jassem Saleh Busaibe, Chairman of Provis, said, “This acquisition represents a milestone in Provis’s growth and success
journey. It will significantly increase the company’s market share and enhance its reach and client base. I am confident that this acquisition will bolster our efforts to offer more clients across the UAE a unique and tailored services that add value to the real estate market generally and to property owners and tenants more specifically.” HP Aengaar, CEO of Provis, added, “We have taken steps since our launch last year in Abu Dhabi to increase our presence in other emirates and have opened an office in Dubai, won several contracts and participated in industry related events and exhibitions in the emirate. With this strategic acquisition, we have accelerated our ambitions and increased our owners’ association
Jassem Saleh Busaibe, Chairman at Provis
management portfolio by 40%, acquiring what was an already successful owners’ association management business with a solid reputation.” As a result of the acquisition, Provis now manages a total of 22,900 units under owners’ association management alone in addition to 13,500 units under property management.
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KSA PAVILION AT EXPO 2020 DUBAI ANNOUNCES COMPLETION OF CONSTRUCTION
he Kingdom of Saudi Arabia Pavilion at Expo 2020 Dubai, which began construction in February 2019, announced today the close of construction and complete readiness for the landmark World Expo – the first in the Arab region – set to take place in October 2021. The iconic Kingdom of Saudi Arabia Pavilion will be second in size only to that of the UAE pavilion, the country hosting this global event. Spanning an area of 13,069 sqm – equivalent to two football fields, the pavilion will celebrate the country’s experience in blending its rich traditions with its limitless aspirations for a bright future. Rising six stories from the ground, the innovative façade of the building symbolizes the country’s deeplyrooted heritage, ancient culture, natural wonders, myriad opportunities and the towering ambition of
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the Saudi people. Aligned with global sustainability norms and a clear environmental vision, the eco-friendly structure boasts 650 solar panels sourced from Saudi entrepreneurs and manufactured in the Kingdom of Saudi Arabia. In keeping with the overarching theme of Expo 2020 Dubai, ‘Connecting Minds, Creating the Future’, the Kingdom of Saudi Arabia Pavilion will take visitors on a guided tour of the wonders of the country’s 13 regions through multiple immersive and interactive experiences and exhibits. A special water feature installation is set to be a prime attraction alongside a 1,320 sqm inclined mirror screen and unique art showcases attributed to Saudi artists. A stunning art installation embedded with 2,030 crystals, to represent the Saudi Vision 2030, is also anticipated to be a big draw at the Kingdom of Saudi Arabia Pavilion.
DUBAI HOLDING’S ‘MADINAT JUMEIRAH LIVING’ FREEHOLD RESIDENTIAL DEVELOPMENT ON TRACK FOR 2021 HANDOVER ubai Holding’s flagship residential development, Madinat Jumeirah Living, an exclusive freehold project located in the prime Madinat Jumeirah district, opposite the world famous Burj Al Arab is on track for timely handover in Q2 2021. The 3.85 million sq ft resort destination with iconic views was announced in 2018 and broke ground one year later. Phase 1 of the project consists of two residential buildings offering modern spacious units priced at AED1.7 million, ranging from one to four-bedroom apartments. Currently at 63 per cent development, the two buildings are on schedule for completion by Q2 2021. Enabling works, such as the substructure and superstructure, are 100 per cent complete while mechanical, electrical, plumbing works and finishes are 66 per cent accomplished. Progress on the podium level, which will house the 180 square-metre swimming pool, is also on track. Following the growing uptake for the residence units owing to their prime location, superior built quality and premium amenities and design, Phase 1 is already 99 per cent sold. Construction works on phase 2 that includes three residential buildings comprising luxurious one- to four-bedroom apartments, is well underway with overall progress of the main works registering 42 per cent completion and on schedule delivery set for Q3 2021. Phase 2 of the development is also witnessing brisk demand and is nearly sold out. To date, Madinat Jumeirah Living has received an overwhelming positive response from local and international investors, with overseas investors purchasing 43.52 per cent of all units. The success of the development in international markets is further proof of Dubai’s continued popularity as a preferred investment destination.
Khalid Al Malik, Managing Director, Dubai Holding, said: “It is encouraging to see the tremendous progress achieved at our flagship Madinat Jumeirah Living development in less than two years amid the prevailing market uncertainties. Once complete, we are confident that this residential community will be among the most sought-after destinations in Dubai, as it further elevates urban lifestyle and luxury experiences. We look forward to welcoming our first residents in 2021.” He added: “Dubai Holding has been at
the forefront of the strategic development of the prestigious Jumeirah neighbourhood for many years now. While luxury living is already a hallmark of the Madinat Jumeirah district, this project elevates the standard even further and truly positions it as the address of choice for residents and tourists alike.We will continue on our mission to deliver bestin-class projects that contribute to Dubai’s socio-economic growth while reshaping its prominent skyline and adding value for its people.”
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vision is to build an extensive community of construction experts and industry leaders in one platform. This hub will provide tools and ground reality advices from the experts, pass on their knowledge, skills and experiences to the upcoming generation to hone and improve their skills in the construction industry. TELL US ABOUT THE LATEST PROJECTS THAT INAXUS HAVE DELIVERED AND ARE THERE ANY OTHER UPCOMING PROJECTS IN THE PIPELINE? We are working with some of the key players and established names in the construction industry from Shapoorji Pallonji, Azizi Developments, Roberts Construction to mention a few. Along with that, we have massive plans in expanding greatly in KSA which is one of the emerging markets (in line with their 2030 vision), along with the Malaysia, Singapore and EU. We are currently in talks with various developers and contractors in the aforementioned regions. Expansion is one of our main aims in 2021. We see INAXUS as being the primary tool to help builders and developers achieve their goals in terms of project controls and developments.
HYBRID SOFTWARE In conversation with Mohammed Imad, Founder and CEO of INAXUS TELL US WHAT ARE INAXUS GOALS AND OBJECTIVES HEADING INTO 2021? In 2021, our aim is to expand the reach of INAXUS worldwide to become the key tool for the construction industry in terms of project controls and management system. We are also greatly focusing on the KSA market (Saudi 2030 Vision) to be-
come a fundamental part in ensuring that we provide a core platform for the construction & build sector in executing their projects within the budgets and schedule and most of all to build with quality. Aside from becoming the #1 software for construction, our focus is not only purely on sales or the product, rather, our
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CAN YOU TELL US HOW YOUR SERVICES PROVIDE A UNIQUE VALUE TO YOUR BUYERS? I could say that one of the main USPs of INAXUS is the role base fit or configuration of our product. It’s not customized, rather it is easily configured based on the role. It is designed to fit each role from the Client / Developer, to the Consultants, Main Contractors and Subcontractors. INAXUS allows the project team to have tight controls on their project which allows each team to understand the delays, identify the risks and incur cost savings in various aspects (tangible and intangible). HOW HAS INAXUS DIFFERENTIATED ITSELF FROM OTHER SOFTWARE SOLUTIONS COMPANIES? The biggest differentiator of INAXUS from other solutions or companies is the domain knowledge in construction. The people who work with us from top to bottom (whether from Sales, Marketing, Technical Team, Implementation, etc.) are all coming from a construction background and are equipped enough to understand the “construction language”. WWW.CBNME.COM
HYBRID SOFTWARE | MOHAMMED IMAD, FOUNDER AND CEO, INAXUS
Along with that, INAXUS has been honed to really address the pain points of the construction sector and not just provide a general solution. Another key differentiator is that we have a module-based approach and each core function in construction, we have introduced as a module. Each module features controls in respective areas and gives the flexibility to our customers to really utilize these modules based on the stages of construction or need of the hour. CAN YOU GIVE US A MARKET OVERVIEW OF DUBAI AND WHAT ARE THE POSITIVE SIGNS YOU SEE HEADING INTO 2021? 2021 will be a complete game changer. Due to COVID19, good lessons have been learned on all levels and aspects. The complete business model has evolved. Since EXPO has been moved to 2021, this will be a very good market not only for construction but also for other
sectors. 2021 should also be one of the biggest years for international investments. THIS YEAR HAS BEEN AN UNPRECEDENTED YEAR FOR THE WORLD DUE TO COVID-19. CAN YOU TELL US HOW INAXUS HAS COME OUT STRONGER FROM THE PANDEMIC? In this pandemic, INAXUS has actually become one of the biggest contributors in not only to our existing customers but also to our new clients. During the time of the lockdown, everyone had to work in a very unconventional way for construction (work from home, alternate workdays). Collaboration and communication were quite a challenge, but our clients have realized the importance of having a central platform for information and communication. Mostly, these were previously decentralized. However, with INAXUS, they were able to execute project activities seamlessly even while sitting in multiple locations. It has re-
â&#x20AC;&#x153;2021 will be a complete game changer. Due to COVID19, good lessons have been learned on all levels and aspects. The complete business model has evolved.â&#x20AC;?
ally paved way for people to realize the importance of having a paperless and online projects control solution for construction. WHAT ARE THE KEY TRENDS (TECHNOLOGY WISE) YOU SEE GOING FORWARD INTO 2021 THAT WOULD BE INNOVATIVE IN THE CONSTRUCTION INDUSTRY? The future is AI, robotics and IOT in construction. Although it has been there for a long time now, as you know construction is the most complicated industry and therefore there are only a few players in the market who has really done a good level of automation. There is still a big gap in building intelligence and robotic technology in construction which are focused more on construction productivity (being one of the major pain points in construction) as well as on projects monitoring, wastage control and digitalized progress insights. INAXUS is eyeing closely on AI, we are currently working on an Artificial Intelligence project entails as a predictive analysis system based on the usage and activities done on the site / projects. INAXUS will build its own intelligence that will help the team on site / projects predict on forthcoming losses, delays and risks that may come in the future.
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EXCELLENCE IN INNOVATION ISSAM GALADARI The CEO of Ithra Dubai discusses the company’s landmark, One Za’abeel and Deira Enrichment Project Tell us what are Ithra Dubai’s goals and objectives heading into 2021? Ithra Dubai’s mission carries over from one year to the next, with an overarching objective of enriching the lives of Dubai’s citizens and striking a balance between heritage, modernity and ever shifting present-day requirements. We are committed to delivering our projects in a timely manner and construction is advancing as scheduled on our two landmark projects One Za’abeel
and the Deira Enrichment Project. We have achieved numerous milestones in 2020 that will continue forward in 2021. The Link at One Za’abeel was completed in stages between May and October 2020. It’s now in its final position connecting the two towers of One Za’abeel after being lifted 100 metres above ground level in a two-step lift, one of which was amongst the heaviest in the region weighing 9500 tonnes. Overall, the development is 45% complete to be delivered in stages starting
Q4 2021 and is officially attempting to break the Guinness World Record for “Longest Cantilevered Building in the World.” Work is progressing on bringing Towers A and B to their final shape and height. September also saw the launch of District 3 of Phase 1 of the Deira Enrichment Project, known as Sherina Plaza. Ithra Dubai will very soon be launching Osha, Afra, Maryam and Hind Plazas in Districts 1, 2, 11 and 13 respectively, equally consisting of mixeduse facilities and boasting of lush green areas and ample parking spaces. Next to Phase 1 and 2 of DEP, the project features the already operational Waterfront Market as well as the Gold Souk Extension scheduled to open for the public beginning of 2021. Can you tell us how your latest projects, such as One Za’abeel and Deira Enrichment Project, are providing a unique value to your renters/ occupants/stakeholders? One Za’abeel is a feat of engineering, architecture and design while its crown jewel The Link pushes conventional limits and elevates industry standards in order to deliver an exceptional, immersive experience to its visitors. One Za’abeel will redefine the mixed-use offering in the region with its premium office and retail spaces, ultra-luxurious residential units, premium hospitality offering and serviced apartments. >>>
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ISSAM GALADARI | ONE ZA’ABEEL AND DEIRA ENRICHMENT PROJECT
“Ithra Dubai’s mission carries over from one year to the next, with an overarching objective of enriching the lives of Dubai’s citizens and striking a balance between heritage, modernity and ever shifting present-day requirements.”
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Top of the Link, 27th floor
“The Link, its record-breaking cantilevered building dissecting One Za’abeel’s twin towers will be an address and the ultimate destination for unparalleled fine dining, luxury hospitality and unique immersive experiences including an observation deck with 360-degree views over Dubai.”
The innovative and complex cantilever now stands at a total height of 125m after a four-day lift which started on October 21st
The Link, its record-breaking cantilevered building dissecting One Za’abeel’s twin towers will be an address and the ultimate destination for unparalleled fine dining, luxury hospitality and unique immersive experiences including an observation deck with 360-degree views over Dubai. Its location at the centre of the city as well as its bridge connection to the Dubai World Trade Centre offers an additional advantage for visitors and residents alike as it is situated at the intersection of Dubai’s International Financial Centre and the International Airport. In addition, One Za’abeel demonstrates exemplary environmental efficiency standards in line with Dubai’s vision and aims to achieve Gold LEED certification.
On the other end of the city resides the Deira Enrichment Project, designed to uplift and rejuvenate Dubai’s original trading hub while preserving the locale’s character and heritage and creating a unique environment where people can live, work and enjoy leisure time in landscaped green spaces. District 3 of Phase 1 was handed over in September to great acclaim and further demand from the residents of Deira and Dubai in general. DEP offers the best for families, businesses and tourists. We have noticed that inhabitants of a bustling city like Dubai, families in particular, are looking for pedestrianfriendly communities with green spaces, easy access to parks and other communal
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facilities, as well as seamless transportation in and out of the community. We designed DEP to cater to those needs specifically and provided for interconnected plazas, neighbourhood parks and an integrated transportation hub. Businesses will also benefit greatly from the development, specifically from the Gold Souk extension. Both projects have won awards for being innovative. Can you tell us about how proud you are about the achievements of each project? Our mission at Ithra Dubai is to enrich lives and transform the legacies of the past into landmarks of the future. We are proud that our work is being recognized by prestigious institutions and industry peers as it is a true reflection of our commitment to contribute to Dubai’s global standing as the city of endless achievements. The continued recognition pushes us to deliver further and to always exceed expectations.
Our developments are acclaimed for their innovative approach in design and construction and for achieving unprecedented engineering milestones in the region. We are very proud of the consistent effort our team has demonstrated and grateful for the concerted effort by the team of experts who made the completion of The Link possible. We are also very excited for The Link to break the record for the longest cantilevered building in the world once the development is complete, and we are looking forward to achieving Gold LEED certification for One Za’abeel in line with the Dubai vision for sustainability. How has Ithra Dubai differentiated itself from other developers? Ithra Dubai, as its name implies, seeks to enrich the lives of communities across Dubai and to enhance their experience, whether for work, living or leisure. We are attuned to our stakeholders’ needs and we offer the best in the world WWW.CBNME.COM
ISSAM GALADARI | ONE ZA’ABEEL AND DEIRA ENRICHMENT PROJECT
of real estate by marrying modernity with sustainability, whether in sustaining the environment or character and heritage. DEP is located at the heart of the city and aims at safeguarding the area’s heritage and rich legacy while breathing new life into the district with optimized urban planning and improved facilities. One Za’abeel on the other hand rethinks the mixed-use concept in Dubai and the region through record-setting features and offerings, including its avant-garde design and architecture. We are proud to be part of the strategic development of Dubai and to be able to plan and develop thriving communities within it. This year has been an unprecedented year for the world due to COVID-19. Can you tell us how Ithra Dubai has come out stronger from the pandemic? 2020 caused many companies and industries to rethink priorities and the
way they conduct business. Everyone was affected to varying degrees, but it is in our DNA not to back down in the face of adversity, to push through any impediment and continue on our mission of enriching the lives of our communities. Progress might have been stifled at the beginning of the pandemic, however we achieved intended milestones on both One Za’abeel and Deira Enrichment Project while having to adapt to new norms to safeguard the health and safety of Ithra Dubai’s employees and residents, which remains one of our top priorities. How has Ithra Dubai’s leadership team inspired the company to come up with Innovative Projects such as One Za’abeel? We at Ithra Dubai are very much inspired by our Leadership, the true architects of our nation, and we model our developments to fulfil their
progressive vision for Dubai as the ultimate global destination for all aspects of life. Ithra Dubai was established as the real estate arm of the Investment Corporation of Dubai and has since planned and developed projects that aim to elevate the standards of the real estate industry, enhance lifestyles and overall contribute to improving the quality of life for Dubai’s citizens and residents. One Za’abeel is proof of Ithra Dubai’s mission to create revolutionary concepts that account for every facet of the Dubai vision and complement the city’s ultraluxury, mixed-use offering. We do not only aim to add another beautiful feature to Dubai’s skyline with One Za’abeel, but to add value to the city and its inhabitants by presenting a new kind of sustainable development for residents, tenants, and visitors alike that revolves around offering an elevated lifestyle.
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PUBLIC-PRIVATE PARTNERSHIPS CAN BRING IN FASTER ECONOMIC RECOVERY FROM COVID-19 b y M A S O O D A L AWA R
PUBLIC-PRIVATE PARTNERSHIPS CAN BRING IN FASTER ECONOMIC RECOVERY
he whole world is currently dealing with the consequences and impact of the coronavirus (COVID-19) pandemic, which has affected all industry verticals-including infrastructure services. The virus has resulted in a sharp drop in the demand for existing infrastructure wherein construction of new projects have slowed down or have totally come to a stop. Although some sectors continue to experience strong demand such as Health and Information and Communications Technology (ICT), others such as transport (airports and seaports) have seen demand fizzle. However, costs of service delivery for all sectors continue to go up, which is due to government’s actions to make service delivery pandemic-proof. This is where Public-Private Partnerships (PPPs) come into the picture. Simply defined, PPPs are cooperative arrangements between two or more public and private sectors--promising to work together to complete a project or to provide services to the local populace. PPPs are an example of multi-stakeholder governance and have been successfully implemented across various countries, primarily for infrastructure projects like the construction of schools, hospitals, transports systems, etc. These forms of partnerships offer numerous advantages, including access to private sector finance; higher efficiency rates in the private sector; a demonstrated increased transparency in the use of funds and in the complex procurement process accompanied by high transaction costs.
Masood Al Awar, CEO, Medallion Associates
For the Middle East region alone, these partnerships have become an important modality for governments in attracting private capital and expertise. Projects under PPP arrangements can be structured in such a way that the demand risk is retained by the investor or by the government itself to contract uncertainties, enforcement and monitoring. PPPs represent the last phase of the smart city stage after complying with government legislation that was implemented in the past. Industry experts have pointed out that PPPs are essential instruments in the move towards a post-COVID-19 economy. Governments from all over the world are rushing to implement their respective set of preventive measures to curb the spread of the virus and to bring back a sense of business continuity. The chief objective is to resume all activities and one of the ways to achieve this is by taking PPPs to new innovative levels. The UAE stands out as a shining example of the move back to normalcy. The government was able to display successful emergency response readiness--a result of strategic planning and immediate action. The country is now ranked as one of the safest spots in the world from impacts of COVID-19, and it serves as a model for how PPPs can help in addressing large scale challenges. If there is one lesson that can be picked up from this situation, it is the idea that everyone--be it from the private or public sector--will want to help. Working together presents the opportunity to build a stronger and secure future for everyone. In line with this, the private sector should also become more publicspirited and take on a national and macro-economic perspective of things. Private equity has never been stocked with too much cash and with assets so inexpensive. Fortunes can be made by those who utilize the extraordinary combination--taking advantage of the wave of consolidation and distressed assets post COVID-19. This would be part of an investment strategy that makes sense from a risk adjusted return perspective. The return of foreign investors to the Gulf property market demonstrates the continuing attraction for trophy assets in the region.
These private entities have to work smarter and in cooperation with other businesses--removing the idea of competition and seeking ways to pool resources, share sourcing contacts, improve productivity and think more of the long term. In terms of business advice, the UAE is home to some of the world’s top consultants, business minds, thought leaders, and innovators. What we should do is to leverage these visionaries and encourage them to help governments in forging new and innovative ways of partnerships. Infrastructure also plays an important role in the move towards economic recovery. PPPs can attract private sector capital as governments are constantly searching for value for money in infrastructure provision. PPPs such as Build-OperateTransfer (BOT) contracts and DesignBuild-Finance-Operate (DBFO) contracts can secure major funding but will rely on the public sector’s flexibility to support the private sector and delivering on schedule and within budget.
For the Middle East region alone, these partnerships have become an important modality for governments in attracting private capital and expertise. Projects under PPP arrangements can be structured in such a way that the demand risk is retained by the investor or by the government itself to contract uncertainties, enforcement and monitoring. Another lesson to be learned from this pandemic is the importance of futureproofing, especially across PPPs. Being able to do so will add a layer of resilience to projects that will ensure their continued sustainability and longevity. This would include the move towards considering long-term cycle benefits for major PPPs and being able to adopt flexible approaches and strategies. It is a whole new world that we are facing and the only way for us to recover faster is for governments and businesses to work closely together in mapping a brighter and prosperous future.
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REDSKY LAUNCHES PROJECT CONNECT UK construction software provider launches project collaboration platform, with potential 30-60% total cost savings against competing solutions 26 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2021
edSky, a UK construction software company, is launching Project Connect, a user-friendly and cost-effective cloud-based solution. It enables project stakeholders to collaborate efficiently and share information to deliver jobs on time, to scope and budget by relying on a single source of ‘information truth’. Project Connect is the latest solution from a stable of connected cloud applications designed to help construction firms achieve and maintain their competitive edge even in the most challenging market conditions. Straightforward to implement for a single project, or across multiple projects, the application offers contractors an easy-to-use and low-cost
entry to project collaboration for building and infrastructure projects. To mark the launch of Project Connect, RedSky is offering customers a 75% discount on software license fees after the first year. That cuts the total cost of ownership by up to 60% compared to competing solutions, the company says. Solutions from RedSky, part of the international JDM Technology Group, are used by over 1000 companies, many of which are long-term users of its construction business and project financial control applications. Managing Director, Phil Kent, says Project Connect complements RedSky’s core software technologies that enable construction firms to connect project sites to the office, and to the back-office: WWW.CBNME.COM
REDSKY LAUNCHES PROJECT CONNECT
reap the often small but incremental and cumulative gains from digital transformation.” INTUITIVE FUNCTIONALITY The browser-based Project Connect system has been designed to resemble familiar Microsoft interfaces, making it simple to adopt and use via desktop computers, tablets and smartphones. Project users can upload information so that it is visible to and accessible by other team members, with dashboard views highlighting items that need user attention. Documents and drawings can be opened, annotated and redlined, with all changes tracked. Project Connect can also be used to replicate any paper- or spreadsheet-based forms or templates. Fields can quickly
“Built on Microsoft’s Azure cloud platform, RedSky Project Connect offers an affordable, light-touch way for companies to integrate key business management applications with information from ongoing projects, sharing best practice and avoiding ‘doublehandling’ of data.” “We have a proven track record of supporting finance and commercial leaders in construction. Now, we can help even more project teams with our standalone project solution offering single or multiple projects, document and process management tools, including powerful forms captured on mobile and actionable insight for compliance purposes. We hope that project teams will reduce time and costs by replicating best practice across their entire project portfolio and
be configured to help end-users capture site data which can then be reported and summarised by the platform’s reporting tools. Brendan Magill, Product Manager, adds: “Many construction businesses suffer from weak project controls, which increases project risk. With Project Connect, RedSky customers can connect line-of-business systems to live projects, helping them to surface key information more quickly. We have focused on getting the fundamentals right. As a buyer of project information management systems in the past, I know that users find some software complex and clunky. We are confident that our functionality for project managers works really well, and are particularly proud
“Built on Microsoft’s Azure cloud platform, RedSky Project Connect offers an affordable, light-touch way for companies to integrate key business management applications with information from ongoing projects, sharing best practice and avoiding ‘double-handling’ of data.”
of our Forms capability that allows users to digitise any paper-based form, capture data and report on it.” LOWER-COST COLLABORATION RedSky’s Commercial Director Mohammad Daudi says: “We believe many small to midsized contractors are deterred by complex ‘Common Data Environment’ (CDE) platforms, and by pricing models based upon fixed percentages of the customer’s turnover or upon percentages of project capital values. Project Connect allows all system users, including supply chain users, to access any number of projects for a fixed monthly fee which, after 12 months, will be significantly reduced, rewarding continued use.” RedSky says Year 2 costs for Project Connect will be 25% of those in the first year, helping customers achieve up to 60% total cost of ownership savings against competing solutions, while also encouraging use across all of a company’s projects.
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"As the world wakes up to the magnitude and urgency of the unfolding sustainability crisis, we will see stringent legislation which forces cleaner end-to-end processes."
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PLACE MAKERS | IMKAN PROPERTIES
Nigel Craddock, design director at IMKAN Properties, talks about MAKERS DISTRICT PROJECT and how the company has performed during the pandemic Share your professional journey so far? I studied Architecture in my home country United Kingdom, undertaking a three-year Degree, twoyear Diploma and then two years of professional experience before qualifying as an RIBA Chartered Architect. I worked for 5 years in Exeter then Bristol for two of the most recognized award-winning Architectural firms in the South-West of England on some fantastic design projects before deciding to move to the UAE in 2006 to be a part of Dubai’s booming economy. I saw it as an amazing opportunity to take a big step up in terms of project size, exposure and responsibility. In 2009, a year after the global economy had fallen off a cliff, I was headhunted for a client-side Design Manager role for a major developer in Qatar. The company was working on some incredible masterplan projects in Libya
and after one year of work in Doha our team was then shipped off to Tripoli to deliver on a fast-track mixed use waterfront development. The increased exposure was amazing and was another ‘level up’ in experience. Six months later we were blown out of Libya due to the Arab Spring (a story for another time!) and I soon found >>> myself back in the UAE working as a Design Manager and then Regional Director for the branch office of my old architectural firm from the UK. The RD role was a fantastic opportunity to develop a huge business network in the region. We landed some great projects of which I am still immensely proud. Following one further headhunting into another RD role for a competitor firm, I finally transitioned into a Design Director role with IMKAN, where I have effectively been for 4 years. >>>
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“I’ve worked with designers who are interested in making the world a better and more enjoyable place to be. That’s an incredible thing to be part of.” Where do you find design inspiration outside of architecture? Travel and everyday life. The biggest inspiration in my life to date came from nearly two years of traveling that I did some twenty years ago in-between my Degree and Diploma studies. Armed with a trusty rucksack I covered India, Singapore, Malaysia, Indonesia, Australia, New Zealand, Fiji, Hawaii, Canada
and the U.S.A, and the diversity of things I lived and breathed in that two years was simply life changing. I still use many aspects of that trip as reference points in my life today. Could you share your goals at IMKAN Properties? To continue working on high quality architectural projects that genuinely add value to the built environment and people’s lives. At IMKAN I’ve had the opportunity to work with architects whose projects and books I studied at university, such as MVRDV Architects from Rotterdam. I’ve worked with designers who are interested in making the world a better and more enjoyable place to be. That’s an incredible thing to be part of.
What is your favorite project you’ve worked on at IMKAN Properties? Makers District and PIXEL. PIXEL is the project which I feel captures perfectly the spirit of what IMKAN has been trying to do, namely: delivering best in-region high-quality mixed-use projects which drive a sense of community, belonging, and place. What are you currently working on? I’ve just finished the Beach club at Makers District in partnership with Cove, which launched on Friday November 27th. The feedback from the community has been incredible and as the first public realm activation point in Makers District, we are super proud to have moved this project across the line under some
Makers District beach
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PLACE MAKERS | IMKAN PROPERTIES
very challenging circumstances. The project will continue to be enhanced and evolve over the coming months as we seek to further activate the North Beach zone, followed by the Northern Promenade of this 186,000sqm district site. The recently launched Makers District Beach is the only swimmable beach on Reem Island, offering guests an array of pursuits along its more-than-300 meters of beach front. Aligned on IMKAN’s philosophy of ‘placemaking’, an ethos that aims to create soulful places, the beach on Makers District perfectly blends art, aesthetics and activity, taking the beach experience to a whole new level. Can you give an insight into the challenges and highlights of working in this region? Honestly speaking, the biggest challenge is trying to achieve a work / life balance. Construction projects in this region are incredibly stressful and demanding and it makes little difference which side of the fence (consultant or client side) that you sit in terms of the extreme demands on your time, and that does not come without sacrifice. The highlights are obviously seeing the fruit of your labour. The act of taking something from an
idea, to paper, constructing it, and then seeing people inhabit and enjoy that space or place is a very special process and an extremely humbling thing in life. What trends do you see coming through in the architecture / interior design space? Technology will continue to impact on architecture and design as we strive to ‘clean up’ what is traditionally a highly inefficient process. As the world wakes up to the magnitude and urgency of the unfolding sustainability crisis, we will see stringent legislation which forces cleaner end to end processes.
How COVID-19 has affected your work, the way of working, and plans for the future? Beyond the initial disruption earlier this year, our team has returned to full time site or office-based work and is busier than ever, however the wider impact of COVID-19 on the industry and delays to projects is obviously still very much felt. The homeworking experience back in March/April was nothing short of enlightenment. We had this paradoxical situation of, on the one hand, a killer virus taking lives and up-ending the world as we know it, but on the other hand a utopian balance in that everyone was working remotely and being incredibly productive and effective and yet at the same time realizing additional time with their families. It was a once in a lifetime experience which gave a lot of people time to reflect on the important things in life. It was a stark reminder that life is incredibly fragile, and we should focus on those things in life most precious to us. Top: AlJurf Gardens masterplan Left: Sheikha Fatima Bint Mubarak Park, Abu-Dhabi Below: AlJurf Villa
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2021 LEGAL OUTLOOK FOR THE UAE
CONSTRUCTION INDUSTRY Daniel Xu, Partner at King and Wood Mallesons, discusses the challenges that construction stakeholders may face during 2021 and how healthy cash flow is the key to sustaining the industry
s the UAE construction industry starts to feel the long-term impact of the unprecedented events of the COVID-19 pandemic and market changes experienced in 2020, stakeholders are beginning to examine their options to ensure they can minimise further risks to both cash flow and projected project pipelines. The construction industry is capital intensive and, for businesses to remain operational and profitable, sustaining actual revenue and cashflow will become increasingly critical. It is not an overstatement to say that 2020 has been a challenging year for the construction industry. COVID-19 has brought about significant supply chain impact, disrupting the pro-
gress of projects. As the global economy begins the process of recovery, prices in several sectors have also rebounded, particularly shipping and steel prices. On the perennial question of supply and demand, end buyers have, not unexpectedly, taken a cautious approach and consequently, the question of supply is brought back into the spotlight. However, against this backdrop, it is imperative stakeholders remain prepared, agile and protected. The repercussions of COVID-19 have naturally slowed down project timelines. Further impacting the construction sec-
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tor, many developersâ&#x20AC;&#x2122; pipelines feature fewer projects than in previous years, particularly as the demand for new projects has decreased, and many are left with an inventory yet to be offloaded. These tough market conditions contribute to an opportunity for the industry to rethink and re-strategise. This is a natural pause that many other industries have adopted, but it is probably an overstatement to say that these signs indicate a hard stop. With the recent announcement by one of the regionâ&#x20AC;&#x2122;s largest developers that it will be halting new projects in 2021 to help staWWW.CBNME.COM
2021 LEGAL OUTLOOK FOR THE UAE CONSTRUCTION INDUSTRY
THE IMPACT OF LATE PAYMENTS AND INFLATED MATERIAL PRICES ARE ALSO FELT BY SUB-CONTRACTORS, PARTICULARLY THOSE WITHIN THE SME SEGMENT OF THE INDUSTRY. bilise market conditions, and with many other governmentaffiliated developers in the UAE set to do the same, there is optimism in the market that real estate prices will stabilise in the new year. This will be further supported by the recently announced changes to the UAE’s visa laws, which will make it easier for expatriates to live and own property in the emirates. A pause in new projects going live presents opportunities for developers to explore ways to offload current inventory in a
way that is more accessible to buyers in the new market that 2021 is bound to create. This could include increased options for lease-to-own agreements and longer-term repayment plans to achieve a consistent cash flow. Taking this approach will involve aligned support from banking and financial institutions that are able to support this type of sales structure. Despite the opportunities this slower pace affords developers, the impact that disrupted industry cash flow is causing is already being felt by main contractors and sub-contractors in the region. In many cases, contract payment terms have been extended, reaching as high as 120 days in some cases. It is likely the construction industry will begin to see longer payment terms negotiated into new contracts going forward, further impacting the payment streams upon which the industry relies. Sat in the centre of the cash flow stream,
main contractors must ensure financial hygiene and discipline is maintained to allow for late payments that are inevitable and, in some cases, unavoidable. With DIFC projecting record numbers of construction arbitrations in 2021 and the recent announcement of Arabtec’s liquidation, we can expect a change in parties’ approach to project and financial management. The impact of late payments and inflated material prices are also felt by sub-contractors, particularly those within the SME segment of the industry. Those with niche goods that are not available locally and specialist services are potentially better equipped to weather the storm. However, this does not mean they are immune to the implications caused by late payments from developers and main contractors. Reduced liquidity often means those hit by late or non-payments are not in a position to forgo dues
owed to them, but often the cost and length of disputes can deter SMEs from recovering funds. Many projects are typically a zero-sum game between the developers, contractors and subcontractors. We see an increase in efforts to collaborate, which is a positive sign of things to come. However, a typical knee jerk reaction to project disputes has been to “lawyer up”. Dispute resolution proceedings require significant resources in time, cost and personnel. There is a classic Latin saying, “Si vis pacem, para bellum,” which translates to “if you want peace, prepare for war”. The critical component for all players does not lie in dispute resolution but rather in an active approach to project management, contract administration and dispute avoidance and these steps should be in place not after completion but during the life cycle of the project.
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EXEED INDUSTRIES APPOINTS HENRIK CHRISTIANSEN AS NEW CEO
xeed Industries, the industrial arm of National Holding Group, is happy to announce the appointment of Dr. Henrik Christiansen as its new Chief Executive Officer. Henrik brings over 25 years of leadership experience in building materials and construction sectors in the UAE and GCC. Prior to joining Exeed, Christiansen held senior positions with manufacturers and construction-related companies like Alshaya Entreprises, Bukhatir Group and Al Jaber. A seasoned leader who holds an executive MBA from Henley Management College in the UK, he has a proven track record 34 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2021
of leading industries to success. With the new leadership, Exeed Industries looks forward to creating greater value for its stakeholders maximizing on the company’s great potential within the industry and continues to be a market leader in the UAE. Henrik Christiansen, CEO of Exeed Industries commented: “I am delighted to have joined Exeed and be surrounded by such a strong team. Together, we are embarking on a new customer centric journey and are committed to further establish Exeed’s brand in the construction, building materials and consumer goods-related industries and lead the company to greater heights.” WWW.CBNME.COM
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CONSUMER BEHAVIOUR IN 2020 Property Finder releases first-ever zeitgeist which reveals the sign of the times for UAE consumer behaviour in 2020
roperty Finder released its first-ever Zeitgeist on the UAE property market. The “sign of the times” annual report reveals what consumers were searching for, how their behaviors shifted during the year and key trends that emerged based on activity and data derived from Property Finder. The Property Finder Zeitgeist tracked trends in real-estate listings advertised on the portal, search trends by customers and an overview on the leads generated. KEY FINDINGS REVEALED > The market has momentum While industries and countries all over the world were severely impacted by the situation, Dubai’s property landscape is showing signs of a V-shaped recovery with an unexpected surge in demand in the second half of the year for secondary villas/townhouses. With 3,928 transactions worth AED 7.65 billion, November marked the highest number of
overall transactions to take place in the Dubai real estate market in nine months. To date the total number of transactions that have taken place in the Dubai real estate market amount to 33,537 worth AED 69 billion. > Secondary villas and townhouses reigned According to Data Finder, the real estate insights and data platform under the Property Finder group, the overall secondary property sales this November were the highest in the past 6 years and 7 months. September to November 2020 witnessed the highest secondary/ready villa townhouse sales historically, and in terms of apartment sales, November 2020 marked the highest secondary/ ready unit sales recorded in 16 months. > Consumers wanted to upgrade Since the beginning of the crisis, Property Finder has noticed a new trend in the demand for real estate.
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Despite the uncertainty and instability this year, the Dubai real estate market saw an increased appetite for upgraded housing solutions – be it to a larger, more spacious home situated on the outskirts of the city, or even if a move to a smaller space, but in a more prime location, people are looking to set themselves differently. The number of villa and townhouses searches have increased by 400% since the start of the year, as compared to apartment searches that have witnessed a drop. Given the accessibility of the current real estate market, people are also looking to upgrade to more prime locations including the likes of The Springs, Dubai Marina, Jumeirah Lakes Towers and Arabian Ranches - as demand increased, the available units in these areas decreased and prices for properties in such localities are currently on the rise to balance the demand and supply. > Pent up demand led to record growth month on month The demand and movement of the secondary villa/townhouse sector has boomed in the second half of the year. One of the reasons behind this trend is that when movement was restricted and people were confined to the four walls of their house, they started to yearn for more spacious units. What once served as simply a roof above their head, has now transformed into their workplace, their social space, an educational facility for their children, as well as where they dine and relax. People are now deriving pleasure by creating a home and a space that they are comfortable in and want to spend more time in. There has been a significant increase in people looking at properties to move in to, which has resulted in a jump in traffic at Property Finder – the biggest jump ever witnessed in the history of the company, consistently breaking records month-onmonth. > Most popular category is the 3 bedroom unit In villas and townhouses, 3 bedroom units were the most popular and searched for, while in the category of apartments, the majority of searches and inquiries were generated for 1 bedrooms, followed by 2 and 3 bedrooms. While 1 WWW.CBNME.COM
CONSUMER BEHAVIOUR IN 2020 | PROPERTY FINDER
bedroom apartments currently constitute a majority of the searches and leads, there has overall been a drop in inquiries in smaller configurations between January and November this year, with an increase in demand for 3, 4 and 4+ bedroom units. The searches for studio and 1 bedroom apartments have dropped by 4.6% and 4.7%, while searches for 3, 4 and 4+ have gone up by 1.4%, 2.3% and 1.7% respectively. > Search trends for 2020 Top searched keywords throughout the year included ‘upgraded’, ‘furnished’, ‘pool’, ‘payment plan’ and ‘sea view’ – implying that people are looking for houses that offer more value for their money, supported by more amenities and luxuries to improve their quality of life, given that they are spending more and more time indoors. The second half of the year saw ‘chiller-free’, ‘upgraded’
AS THE CITY-CENTERS CONTINUE TO HOLD THEIR STANCE AS PRIME LOCATIONS FOR PROPERTY RENTAL AND PURCHASE, THE MARKET HAS WITNESSED A SURGE IN DEMAND FOR LARGER AND MORE SPACIOUS UNITS SITUATED ON THE OUTSKIRTS OF THE CITY.
and ‘new’ as the most popular keywords, further emphasizing that people are leveling up their living solutions. > 2020 saw a surge in the suburbs of Dubai As the city-centers continue to hold their stance as prime locations for property rental and purchase, the market has witnessed a surge in demand for larger and more spacious units situated on the outskirts of the city. People are starting to venture further away from the epicenter in search of alternative
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communities that promise unparalleled living solutions with an enhanced community experience. While the listed properties across Tilal Al Ghaf, Al Muhaisnah, Wasl Gate, Town Square, Mira, Rukan and Dubai Harbour did not increase significantly throughout the year, these areas seem to have grown exponentially in popularity with a spike in searches for both, apartments as well as villas and townhouses. > 2020 most advertised apartment and villa/townhouse communities In terms of availability, apartment listings across Al Jaddaf, Jumeirah Heights, Al Barari and Al Kifaf have doubled over the past year, while listings within Mudon have gone up fivefold since January this year. Villa and townhouse listings in Nad Al Sheba have increased fourfold, followed by Meydan at a 76% increase.
FUSO CANTER EURO 5 Launched by Al Habtoor Motors and Daimler Commercial Vehicles MENA
ince the introduction of Canter in 1963, more than 3.5 million Canters have been produced making it the bestselling truck model at Daimler Trucks. Canter is highly popular in the region and in the light-duty truck segment; it has remained prominent in the market for more than 57 years and across 8 different model generations. THE WIDE CANTER RANGE The new FUSO Canter Euro 5 offers a wide range of variants. There are two different cab widths available: the streamlined standard cabin, which is
just 1,695 mm wide and suitable for use in restricted spaces; and the comfortable wide cabin, measuring 1,995 mm in width. In addition, the wide cabin is also available with a crew cabin option fitting up to seven persons. With two different axle configurations in 4x2 and 4x4 variants with a wide range of permissible gross vehicle weight spectrum from 5.7 tons to 8.55 tons, the new Fuso Canter range covers all the key segments for light-duty trucks. Currently the range is available with 5-speed manual transmission. A 6-speed automated manual transmission (AMT) will soon be launched for the new Canter range in the 6.5 tons weight variant.
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FUSO CANTER - CLEANER AND MORE ECONOMICAL The robust and durable design, Euro 5 emission norm, low fuel consumption, higher payload are just a few of the many features contributing to the new Canterâ&#x20AC;&#x2122;s almost legendary overall economy. The new generation is cleaner and more fuel-efficient than previous models and provides the highest eco-friendliness. It offers maximum efficiency with reduced fuel consumption compared to previous generations. Several measures have been implemented into the newly designed common-rail 4P10 engine with 2,998ccm 2,998cc which is available in two engine outputs with 96 kW (130 ps) and 110 kW (150 ps). Both engines offer a flat torque curve with 300Nm and 370Nm at 1,300rpm & 1,320rpm respectively. In all models, the Euro 5 emission norm is achieved through an EGR (Exhaust Gas Recirculation) system and DPF (Diesel Particulate Filter) which is conWWW.CBNME.COM
THE NEW FUSO CANTER EURO 5
whenever required; the Canter 4x4 includes the standard-fit engageable reduction gear. This reduces the maximum speed in the respective gears by a factor of 1.987 and also increases traction by this amount. The crew cabin option will also be available on the 4x4 model.
figured for the vehicleâ&#x20AC;&#x2122;s lifetime and is maintenance-free, eliminating the need to be cleaned or replaced. Using a higher torque engine with lower RPM ensures lesser strain on the engine and an overall longer engine life. With the newly available Euro 5 emission, less CO2 and NOx are emitted resulting in a reduced carbon footprint. The new Canter over-fulfils the local emission norm required in the UAE. CANTER 4X4: EVEN MORE TRACTION WITH REDUCTION GEAR The other special features of the new FUSO Canter Euro 5 range include the variant with manually selectable all-wheel drive with a permissible gross vehicle weight of up to 6.0 tons, a 1,995mm comfortable wide cabin and an engine output of 110 kW (150 ps). The all-wheel drive can be engaged
INCREASED SAFETY FEATURES FOR DRIVER AND CO-DRIVER The new FUSO Canter Euro 5 range offers a number of new safety systems which includes ABS (Antilock Braking System), EBD (Electronic Brake Force Distribution), BOS (Brake Override System), driver and co-driver airbags, tubeless tyres and more. The standard braking system is equipped with disc brakes on both axles, which guarantees superior braking performance & heat dissipation under continuous heavy braking. The Canter with the highest GVW & 4x4 configurations are equipped with drum brakes at the rear axle on both axles. The standard Exhaust Brake System (EBS) valve is fitted on the turbo charger outlet. This system uses the vehicle exhaust gas to create a backpressure to slow down the engine, enabling vehicle stability. This results in reduced stress on service brakes when driving downhill and therefore a reduction in maintenance costs of the vehicle.
HIGH QUALITY AFTER SALES & CUSTOMER SUPPORT Al Habtoor Motors has always focused on building customer confidence by providing FUSO customers not only the best choice of vehicles through its 8 showrooms network, but also high quality after sales support through its 11 Parts Outlets and 7 Service Centers spread across the UAE. For the better convenience of the customers, there are two Mobile Service Units as well. Add to the excellent after sales support, Al Habtoor Motors has also taken care to provide Drivers & Technicians of Fleet customers extensive Customer Training at its Technical Training Center in DIC. Al Habtoor Motors also has a Central Parts Distribution Warehouse in DIC along with 2 PDI & Logistics Facilities to ensure uninterrupted supply of vehicles as well as spare parts.
Al Habtoor Motors has always focused on building customer confidence by providing FUSO customers not only the best choice of vehicles through its 8 showrooms network, but also high quality after sales support through its 11 Parts Outlets and 7 Service Centers spread across the UAE.
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Successfully fighting the crisis Despite significant national and international restrictions caused by the corona pandemic, the Keestrack Group can look back on an overall satisfactory business year: Positive feedback from distributors and many new products announced for 2021 indicate a sustainable improvement in business for the coming year.
ike many other international manufacturers of construction machinery and equipment, Keestrack was significantly struck by the effects of the corona pandemic,” says Frederik Hoogendoorn, Managing Director at the Belgian headquarters and responsible for worldwide sales and marketing within the Keestrack Group. “The developments at our international production facilities took a very different course. Which not only presented us with major challenges in their local market regions but also in maintaining our internal and external delivery flows as well as our endcustomer-oriented incoming and outgoing logistics for machines and spare parts.”
Already in January COVID-19 affected the Chinese production site in Chuzhou, which like many of its local suppliers, had to close until mid-February as a consequence of the national shutdown measures. The same then from mid-March for six weeks in the Italian Keestrack plant and almost simultaneously in the assembly plant of the Indian Keestrack subsidiary Etrack Crushers, which only opened in 2019. “Our main European plant in the Czech Republic and our headquarters in Belgium remained operative. Despite the corona related restrictions in work organization and transport logistics, we were able to maintain production, spare parts supply and services thanks to the great commitment of our own staff and external partners. Furthermore we greatly
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benefited from the large investments we have made in recent years in the digital networking of our own processes, also in the global connection of our dealers and service partners as well as in the remote access to existing fleets and individual machines of our end customers.” explains Frederik Hoogendoorn. When asked about the economic result, Frederik Hoogendoorn emphasizes: “It is currently still too early to accurately balance the course of business for all regions, the effects of the Covid pandemic on the individual markets and their industries were too different. Although we only lost a few international orders, we do notice certain reluctance to make long-term investments. Planned renewals or expansions have been postponed, which has led us to revise our forecasts downwards.” Instead of originally 20% sales growth compared to 2019 (approx. 116 million euros), the Keestrack Group now expects an 7% increase in global turnover for 2020. “Based on the positive feedback from our worldwide distributors, who are consistently fighting the crisis as well, we remain optimistic for 2021. In addition, in the coming year we will be – once more – expanding our range to include important additional machine solutions and completely new product lines,” says WWW.CBNME.COM
SUCCESSFULLY FIGHTING THE CRISIS | KEESTRACK GROUP
Frederik Hoogendoorn. The family-run group expects to increase its worldwide turnover by another 20 percent, which goes hand in hand with the expansion of its own workforce of currently more than 770 employees, the international distribution network with more than 65 dealers and service partners in 46 countries. REVOLUTION AND EVOLUTION One of the key products that Keestrack will be presenting in spring 2021 is the completely new designed Keestrack I4e tracked mobile reversible impact crusher. Thanks to the innovative RIC (Reversible Impact Crusher) technology, this machine can be used very flexible in the secondary crushing of rock and recycling building materials (eg. asphalt, slag). The specific design of the reversible horizontal impact crusher with a large variable crushing chamber, powerful rotor (Ø 1100 mm; 4 blow bars) and electronically monitored hydraulic gap adjustment (+80 to -220 mm with new tools) allows feed sizes of up to 250 mm and ensures consistently high-quality end products of up to -2 mm in closed circuit. Secondary and tertiary crushing can now be combined in one highly mobile solution, which makes the Keestrack I4e a very good alternative to mobile cone crushers or vertical impact crushers, especially with regard to its outstanding production capacities from 100 to 250 t/h. According to Keestrack, the system also offers lower wear, better quality of the end products (grain shape) and significant energy savings in typical applications (eg. sand production -4 mm: approx. -30% compared to cone crushers; -30 to -40% compared to VSI impact crushers). This is also due to the advanced diesel-electric drive concept of the compact system (transport dimensions: 15.05 m x 3.00 m x 3.23 m),
weighing 41 tonnes including the singledeck afterscreen with return conveyor. As with other Keestrack large crushers (H4e / H6e, B7e), the drive unit with 447 kW diesel engine and 300 kVa generator is designed as a removable drop-off module. Electric drives for the crusher (160 kW), feeders and conveyor belts as well as the system hydraulics enable particularly cost-efficient and emission-free plug-in network operation. Three specific patents illustrate the innovative potential of the new Keestrack I4e concept. As an important addition to its lowemission diesel-electric plug-in crushers and screening plants, Keestrack is now presenting the battery-powered, track mobile stacker Keestrack S5e. As an alternative to the diesel-hydraulic/ diesel-electric versions S5/S5e, the 23 m stockpile conveyor is equipped with a 22.8 kWh lithium-ion battery pack that provides the energy for fully self-sufficient electrical operation of the tracks and the lifting hydraulics. This enables the 12.7 tonnes machine to be independently unloaded and loaded, moved and positioned on the construction site. The electric conveyor belt drive (max. 300 t/h at 2.2 m/s) is still powered via the standard plug-in mains connection or via the external power supply of the upstream crushing or screening plant. The new model is a further contribution by the manufacturer to reducing local exhaust emissions on construction
sites, in the production or recycling of construction materials and offers advantages in handling and maintenance by replacing the diesel engine and largevolume on-board hydraulics by a battery. Literally new ground Keestrack is breaking with its new range of road milling machines. Coordinated by Keestrack-China, an international team of internal and external specialists worked on the cold milling concept for a total of five years, now presenting the Keestrack F6 as its first production model. At the heart of this, is the new milling drum unit with its specific pick design, intended to guarantee high milling performance, fast material discharge, less wear and this results in a long service life. The working width of the 30 t model with 447 kW Cummins engine is 2000 mm, working depth up to 320 mm. According to Keestrack, other features are a modern, ergonomic design, large angles of the swiveling discharge belt and efficient dust suppression systems. For over two years, prototypes and pre-series models of the Keestrack road milling machines have proven themselves in large-scale practical tests throughout Asia, where the new series is also being produced. Parallel to their introduction on the high-volume market there, Keestrack is working on strategies for other global regions. These will combine the set-up of a specific sales and service network with the mediumterm expansion of the model range.
“Based on the positive feedback from our worldwide distributors, who are consistently fighting the crisis as well, we remain optimistic for 2021. In addition, in the coming year we will be – once more – expanding our range to include important additional machine solutions and completely new product lines.” CONSTRUCTION BUSINESS NEWS ME | JANUARY 2021 | 41
How to reduce equipment downtime and boost jobsite productivity BY BRYAN CHRISTIANSEN
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HOW TO REDUCE EQUIPMENT DOWNTIME AND BOOST JOBSITE PRODUCTIVITY
roductivity bottlenecks have become a costly status quo in the construction industry. The McKinsey Global Institute report estimates that these costs are around 1.6 trillion of yearly lost value. And it doesn’t stop there. A report prepared by Levelset and Fieldwire in the first half of 2020, found jobsite coordination to be a major barrier stifling effectiveness and efficiency in the industry. The problem is so rampant that as much as 70 % of contractors in the construction industry pinpoint poor jobsite coordination as a major trigger for late payments and going over budgets. To move beyond this status quo and elevate the performance bar, jobsite coordination and productivity shouldn’t be seen as separate independent goals; construction productivity depends on proper jobsite coordination tapping into human and machine inputs. However, machine effect on jobsite performance is often overlooked. The result? Equipment downtime and idle time that undermine onsite productivity. To get an idea, insights published by renowned equipment manufacturer John Deere showed that up to 50% of machines spend up to half of their total engineon time idling – not doing any meaningful work despite being in workable condition. For the construction industry, this means a lot of wasted fuel without any meaningful work being performed. Can better jobsite coordination resolve this? It sure can, and we’ll show you how. CONSIDER A SINGLE EQUIPMENT FLEET The more diverse your equipment fleet, the more challenging it becomes to be consistent with controls and the manufacturer’s recommended operational guidelines. The risk here lies in making wrong assumptions that cut short the expected life of the equipment. For example, excavators have a basic build: boom, dipper, cab on a rotating platform, and undercarriage. However, there are considerable differences in engine manufacture, hydraulic fluid type, motor type, and power transmission. Additionally, cable-operated excavators are not the same as hydraulic excavators. If for some reason, an equipment operator decides to operate a hydraulic excavator in the same way as a cable-operated excavator, then not only can this be a safety issue, it also becomes an operational issue that affects the equipment. If this error occurs once too often, then very soon, there could be unplanned downtime if there is no proactive equipment maintenance plan in place.
Bryan Christiansen is the founder and CEO at Limble CMMS. Limble is a modern, easy-to-use mobile CMMS software that takes the stress and chaos out of maintenance by helping managers organize, automate and streamline their maintenance operations. imblecmms.com
Which rolls out the next point: a single equipment fleet makes it easier to schedule proactive maintenance strategies. Why? There are fewer variables to consider when working with a single equipment fleet, therefore sourcing parts is easier and staying on schedule with the manufacturer’s recommendations is less complicated. However, there is another side: reliance on a single equipment fleet from a particular manufacturer can become problematic if the manufacturer goes bankrupt or does not have a history of providing timely customer service. If it’s not possible to have a single equipment fleet due to special deals for a particular machine or local restrictions, having a preventative plan in place will reduce downtime and indirect idle time. This boosts jobsite productivity and facilitates project progress. LIMIT WARM-UP TIME High and low temperatures affect hydraulic systems, engine function, and overall equipment performance. They also affect the recommended warm-up time of your equipment and should not be taken for granted. Caterpillar, for example, recommends limiting warm-up time to five minutes for some of its machines. The reason behind this recommendation is pretty simple: when a machine is left to heat up for too long, then there is a risk that it becomes overheated, uses more fuel, and its performance declines in the long-term. These factors affect how often the machine will need to be maintained; therefore, limiting warm-up time is a proactive measure to limit downtime caused by planned or unplanned equipment maintenance. >>> CONSTRUCTION BUSINESS NEWS ME | JANUARY 2021 | 43
Each machine will have specific warm-up times; these are not universal. It is important to respect each equipment’s unique recommendations and not apply the same warm-up criteria on all onsite equipment. In some cases, the recommended warmup time for a particular equipment may not be enough for another machine, and in this case, you risk operating the equipment before the recommended time. IMPLEMENT SOLID PROJECT MANAGEMENT Good project management defines jobsite coordination and how and when a particular equipment is used; it is not static but instead dynamic and agile, adapting to each project’s unique specifications. But what does solid project management mean and how does this affect equipment downtime? To explain, let’s consider an example. Imagine that a bit of earthmoving will need to occur at areas on a construction site that aren’t easy to access. The project manager does not consider the accessibility issue and instead signs a contract to rent several tracked and wheeled excavators for a week. Specific excavators are later assigned to certain areas onsite. Once the digging phase begins, the excavator operator tries to access a concrete surface with a tracked excavator. Some problems occur that damage the tracks, and the machine gets stuck in a narrow space while trying to maneuver from the concrete surface. The excavator tracks will need to be repaired, and extra
equipment will be required to remove it from the narrow area. While the excavator is awaiting repair it won’t contribute to meaningful work onsite - only costs. With proper jobsite coordination, an experienced excavator operator would have been assigned to the task. This operator would know that a tracked excavator is not suited on a concrete surface and can assess the access or exit points to avoid being stuck. EDUCATE & MEASURE Equipment operators may not necessarily practice suitable operational standards; engines are left running during breaks, warm-up time goes beyond recommended limits, and so on. Finding a way to educate them can reduce equipment idle time and eventual downtime that could
arise from wear and tear. Some points to consider here are: > Educate them about activating auto shutdown (if this feature is available). This feature avoids machine idle time, which directly affects fuel usage and costs. It also influences equipment wear and tear and eventual downtime that arises from planned and unplanned maintenance. > Even simple equipment issues should be reported to reduce the risk of them becoming bigger problems in the future. Apart from educating, it is also important to measure equipment performance to pinpoint issues such as overheating, speed delay, transmission issues, and so on. The information gathered can be used for preventative maintenance planning to mitigate equipment downtimes before they occur. CONCLUSION Jobsite coordination plays an important role in onsite progress and equipment usage. In other words, construction equipment are not independent tools; they are linked to the plans put in place for how and when they should be used. Understanding each equipment’s unique characteristics and respecting the manufacturer’s recommendations is just one side of the equation, exercising good project management that proactively assesses a project from a system-wide context is another. Adopting a system-wide context and carefully determining how construction equipment fits into the bigger picture can reduce downtime, improve productivity, and help ensure that projects are finished on time.
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2. TOUGHER & CLEANER
1. TOP SPACE AND VISIBILITY
precision & fuel 2. More TOUGHER &effciency; best in class break out forces; unrivaled pushing CLEANER power.
More precision & fuel effciency; best in class break out forces; unrivaled pushing 25% more space in the cab; controls atpower.
1. TOP SPACE the operator’s ngertips; best-in-class AND VISIBILITY 360 visibility.
25% more space in the cab; controls at the operator’s ngertips; best-in-class 360 visibility.
6. CONTROLS AT YOUR FINGERATTIPS 6. CONTROLS
• Net Power: 49 hp @ 2800 rpm • Tipping load: 1179 kg • Rated Operating Capacity: 590 kg • Net Power: 49 hp @ 2800 rpm • Operating 2300 kg • Tipping load: 1179 Weight: kg
• Rated Operating Capacity: 590 kg • Operating Weight: 2300 kg
Controls are within easy reach and you YOUR TIPS can chooseFINGER between standard mechanical
(hand- or Controls arefoot-controlled) within easy reachdrive and levers you and can choose betweencontrols. standard With mechanical electro-hydraulic the electro(handor foot-controlled) levers hydraulic joysticks you drive can set theand control electro-hydraulic With the electropattern to matchcontrols. your preferences. hydraulic joysticks you can set the control pattern to match your preferences.
5.HIGH HIGH 5. VERSATILITY VERSATILITY
BEST-IN-CLASS 4. 4. BEST-IN-CLASS SERVICEABILITY SERVICEABILITY
Extendedrange range attachments; Extended of of attachments; easyand andfast fast attachment changes. easy attachment changes. With With just two bolts, the cab the is easy justretaining two retaining bolts, cabtois easy to tilt, providing access to hydraulic and transmission tilt, providing access to hydraulic and transmission components when necessary. A safetyAlocking components when necessary. safety locking system that prevents the cab from dropping is system that prevents the cab from dropping is automatically activated. automatically activated.
CASE LOADER CASES130 S130SKID SKIDSTEER STEER LOADER www.casece.com
ive Coliv is a new way to live unencumbered and stands in contrast to traditional residential models. It upends conventional apartment typology in order to maximize flexibility and convenience for tenants and alleviates the loneliness of metropolitan living thanks to the inevitable social interaction, connection and collaboration between its occupants. Co-living is gaining ground worldwide with a younger, transient audience looking for a living experience attuned with a contemporary lifestyle. The concept is built on the creation of communities of like-minded tenants benefiting from communal amenities and resources for a more affordable, fulfilling and sustainable way of life. “Unburdening youth of the trappings of everyday life allows us at A.R.M. Holding to carry out our mission of enabling prosperity. We seek to optimize our partnerships and create
synergies rather than redundancies between our investments, and we are happy to break new ground with Hive Coliv particularly as it rounds off and balances Dubai Real Estate Centre’s offering, rendering A.R.M’s own portfolio holistic,” said Mohammed Saeed Al-Shehhi, CEO of A.R.M. Holding and Dubai Real Estate Centre. “Studies show that co-living creates a sense of belonging, that in turn begets a sense of happiness further contributing to Dubai’s ‘happiness agenda and its national programme for happiness and positivity,” continued Al Shehhi. While co-living is still in its early development stages globally, it represents an entirely new concept to the region. Hive is working to scale the model with further Dubaibased projects in the pipeline and has ambitious expansion plans for the wider GCC region. Bass Ackerman, Founder & CEO of Hive Coliv, said:
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“We are proud to be at the forefront of developing an innovative living solution to provide young professionals with affordable, flexible and convenient accommodation, thereby eliminating the worry and hassle traditionally associated with rental accommodation. We are confident that our offering will redefine urban rental models and cement Dubai’s position as a leading market in the real-estate industry.” Hive commenced construction work on its flagship co-living development in Jumeirah Village Circle in July 2020, to be completed end of 2021. The building consists of two basement floors, five floors with 173 residential units and a rooftop with a pool and outdoor cinema. Residents will benefit from communal amenities spread across the entire ground floor including a café, convenience store, coworking facilities, a chef’s kitchen, screening room, gym, wellness rooms, fabrication lab and a pet grooming facility. Residential units are fully fitted with modern, adaptable furniture, a television set, internet, Netflix and other streaming services. WWW.CBNME.COM
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