ME Consultant October 2021

ON TOPIC

Knight Frank on how Saudi’s key markets fared in Q2

IN PRACTICE

Pace talks to MEC about its Assima project in Kuwait

ON SITE

Women in Construction profile: Louise Collins

OCTOBER 2021

084

FOR THE CONSTRUCTION SPECIALIST

Collaborating for Client Value

MEC talks to the women behind the launch of a service that seeks to give its clients maximum value Licensed by Dubai Development Authority

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Threat & Risk Assessment Gap Analysis Security System Design IT/AV Design Master Planning & Development Operational Requirements

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Testing & Commissioning Control Room Design System Integration Policies & Procedures Site Surveys & Audits Crisis Management

Contents | 01

22

October 2021 Issue 084

Cover Story

Collaborating for Client Value

Jason Saundalkar sits down with three professionals to discuss their newly launched collaborative service, which was born out of the outbreak of COVID-19 Opinion

The Digital Advantage Atkins’ Ash Toma comments on how Digital Asset Management technology is putting businesses on the front foot with regards to making better operational or strategic decisions

12 Analysis

16 meconstructionnews.com

KSA Real Estate Market Overview Knight Frank discusses the performance of key real estate sectors in Riyadh, Jeddah and DMA during Q2, 2021

October 2021

02 | Contents

Site Visit

Culture Capital

Gavin Davids interviews Tarek Shuaib, CEO of Pace, about the delivery of the Assima Project, a new world-class lifestyle destination being built in Kuwait, that is nearing completion

36 Profile

Louise Collins

MEC talks to Louise Collins, head of engineering & energy, JLL MENA about her influences, career and gender diversity in the construction industry

28 Event

Future of Architecture Summit Recap Middle East Consultant recaps the first edition of the successful Future of Architecture Summit

8 Update

News

Chapman Taylor showcases masterplan for community on Al Reem Island; Al Zorah Development launches new phase of ‘The Fairways’; Hatta power project nearly 30% complete says DEWA; Bahrain’s Mall of Dilmunia launches region’s first cylindrical aquarium October 2021

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04 | Welcome

Group MANAGING DIRECTOR RAZ ISLAM raz.islam@cpitrademedia.com +971 4 375 5471 MANAGING PARTNER VIJAYA CHERIAN vijaya.cherian@cpitrademedia.com +971 4 375 5713 DIRECTOR OF FINANCE & BUSINESS OPERATIONS SHIYAS KAREEM shiyas.kareem@cpitrademedia.com +971 4 375 5474 PUBLISHING DIRECTOR ANDY PITOIS andy.pitois@cpitrademedia.com +971 4 375 5473

Editorial EDITOR JASON SAUNDALKAR jason.s@cpitrademedia.com +971 4 375 5475

Giving ideas a platform Middle East Consultant’s (MEC) inaugural Future of Architecture Summit (FOA Summit) took place last month on September 15 and for me, personally, it was gratifying seeing that event coming to fruition after months of discussions, planning and more than a few sleepless nights.

The event bought together some of the region’s biggest names to discuss current and future issues with regards to architecture, interior design & fitout and cities of the future.

These are topics that I’m paying more and more attention to, following the outbreak of the pandemic, as well as the seemingly constant warnings about climate change and the need to transform the way we build and live to stave off disaster. I thoroughly enjoyed the discussions on the day and going off the digital feedback forms you submitted to us post-event, it looks like you did as well.

The magazine and its future events will continue to focus on these topics in one way or another going forward - given their critical relevance to our existence - with the hope of provoking real change. I’m a firm believer in open discussions and giving good ideas their time in the spotlight, so they then have a chance to take root and have a tangible, real world impact. If you missed the event you can read a short recap on page 34 and watch the various October 2021

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sessions via our digital home ME Construction News (www.meconstructionnews.com).

With the FOA Summit out of the way and event season in full flow, I’m now looking forward to MEC’s next event – the Health, Safety & Wellness Summit. It will take place as a digital event that you can login to for free from your home or office, and will run from 25 to 27 October. The event is being spearheaded by my colleague Paul Godfrey and I’m very much looking forward to putting the finishing touches on that event ahead of its opening on the 25th.

Speaking of openings, I’m sure the launch of EXPO 2020 Dubai is going to be spectacular. I’ve had the privilege of being able to document the design and construction of some of the county pavilions for MEC over the last year and a bit, and I can’t wait to see the entire development unveiled in all its splendor.

Apart from the incredible architecture on display, the event’s key theme of “Connecting Minds, Creating The Future” resonates with me. And, given the aforementioned urgent need to transform the way we live and work sustainably, the event’s subthemes and focus on sustainability, mobility and opportunity should bring forward some great ideas, and, hopefully, change. Until next time, stay safe.

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OUTDATED DEVELOPMENTS UNDER PRESSURE BY NEW BUILDS IN DUBAI, JLL SAYS

Knight Frank Middle East continues strengthening of UAE StratCon Advisory teams

There’s a lot to take away from this article but it is clear that this proves that you can’t keep piling on new units into the market without a few casualties along the way. The most

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obvious being older homes

NEOM presents vision and plans to 150-leading design and construction firms

that lack the overall polish and infrastructure offered in newer communities and areas. Of course, in real estate, that has been the

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case since time immemorial but few property markets are quite like Dubai’s.

Certainly, there are not

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many that have seen

AD Ports Group inks deal with CMA CGM for new terminal

residential building defy global economic realties for years but have stock that is ageing far ahead of its time. It is not surprising that we are not seeing the rapid bounce back of prices that have boosted other real estate markets

CONSTRUCTION

but the changes to home

Chapman Taylor showcases masterplan for community on Al Reem Island

ownership laws and the slowdown to construction projects is ultimately keeping the market stable.

It is really heartening to see both tourists and corporates still feeling the pull of Dubai, proving that it remains a global destination with a bright future.

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October 2021

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8 | On Topic

Residential

Residential

Chapman Taylor showcases masterplan for community on Al Reem Island

Al Zorah Development launches new phase of ‘The Fairways’

Chapman Taylor has unveiled the masterplan concept for the Al Reem Residential Community on Al Reem Island. It features multi-tower housing and hospitality, and will be fully integrated within the natural environment, with beautiful views and extensive green landscaping.

According to a statement, the urban design creates a new city district which combines respect for the region’s heritage with a bold embrace of the future within a landscape of rivers, mangroves, beaches and desert.

The design for the site integrates three parcels of land, which are currently separated by roads via an elevated parkscape and living bridges, providing the sense of being one community with a shared identity. The concept seeks to actively connect the new city district via a series of landscaped podiums that serve as both an asset for the residences and as a visual signature for the masterplan, the firm said.

According to the firm, the eight towers feature expressive, futuristic façades, the designs for which are inspired by the mangroves which make the island famous, each appearing to “grow out of” the elevated landscaped podiums. The curves of the organically flowing architecture draw to mind the flowing riverscapes around the mangroves and the undulating dunes of the desert, it added.

02

02 The 17 buildings that comprise Phase Two of the development will offer views of the 18-hole championship golf course and the wider neighbourhood.

Al Zorah Development has launched Phase Two of ‘The Fairways’ within its Al Zorah masterplan in Ajman. The developer says the residential district will feature 90 townhouses, 71 villas and 33 buildings boasting striking aesthetic designs and distinctive architecture.

According to a statement, it is making 17 new residential building plots available to investors to construct G+4 to G+10 floors modern designed buildings located in Ajman, with unobstructed views towards the 18-hole championship golf course.

01

01 A Chapman Taylor spokesman said each tower steps up in height, with the highest being 200m tall and offering a combined GLA of 258,000sqm.

October 2021

meconstructionnews.com

On Topic | 9

“The Fairways has many distinct advantages primary of which is the vast open space that offers stunning views of the neighbourhood and the 18-hole championship golf course that will be made available for the future residents of the 17 buildings, which will be constructed on the plots offered for sale in Phase Two,” said Al Zorah Development CEO Imad Dana.

Spread over a one million sqm area, The Fairways has over 196 plots, of which a total of 176 plots were sold out in the first phase, the statement noted.

The infrastructure in The Fairways to serve Phase One and Phase Two plots will be complete by the end of this year, in accordance with the highest quality and environmental standards and taking into consideration the safety protocols in effect given the current situation.

Other aspects of the residential project that will see completion include the Zoya Wellbeing and Health Resort and the healthcare services, Dana noted.

03

03 In addition to the Hatta hydroelectric power plant, DEWA is implementing two other projects in Hatta - the Dubai Mountain Peak and Hatta Sustainable Waterfalls.

Infrastructure

Hatta power project nearly 30% complete says DEWA Construction of the 250MW pumpedstorage hydroelectric power plant in Hatta is nearly 30% complete, the Dubai Electricity and Water Authority (DEWA) has announced. Once complete, the plant will feature a storage capacity of 1,500MWhours and a life span of up to 80 years.

According to DEWA, the hydroelectric power plant is an energy storage system with a turnaround efficiency of 78.9%. It utilises the potential energy of the water stored in the upper dam, which is converted to kinetic energy during the flow of water through the meconstructionnews.com

1.2km subterranean tunnel. The energy from this process is sent to the DEWA grid within 90 seconds in response to demand, the firm noted.

Saeed Mohammed Al Tayer, MD and CEO of Dubai Electricity and Water Authority (DEWA) said that this is the first station of its kind in the GCC with investments of up to $386m.

He noted, “The first 37m-high Roller Compacted Concrete (RCC) wall is now complete at the upper dam. The station will use water in the Hatta Dam and an upper dam that is being built in the mountain.”

He explained that the power plant will supports DEWA’s efforts to diversify its energy mix including photovoltaic solar panels, Concentrated Solar Power (CSP), green hydrogen production using renewable energy, while studies on wind power generation in Hatta are underway.

The hydroelectric power plant is one of DEWA’s projects to provide innovative job opportunities for the people of Hatta. Al Tayer continued, “Service tunnelling operations are complete. Each tunnel is 500m long. More than 95% of the excavation operations of the 1.2km subterranean water canal has been completed.”

He also said the 60m-deep excavation for the area where the generators will be installed is now complete and noted that the project has completed 4.6m safe working hours without any injuries.

October 2021

10 | On Topic

Retail

Bahrain’s Mall of Dilmunia launches region’s first cylindrical aquarium Mall of Dilmunia, a family-centre mall concept being developed in Bahrain, has launched the Bahrain Aquarium with an opening ceremony attended by top stakeholders, project partners and senior government officials.

The aquarium is a major highlight for the mall and occupies all four levels, making it the first and largest cylindrical aquarium in a Middle Eastern mall, offering visitors an educational and spectacular experience, a statement from the mall said.

The cylindrical shape provides easy access for visitors across all four floors. Containing approximately 700,000 litres of seawater, it has a depth of 17 metres and a diameter of seven metres. It is said to be home to more than 2,700 specimens from 85 different species, including rays, fish and sharks, the statement from the firm added.

04

October 2021

The Bahrain Aquarium will also offer educational tours and classes, which serve to educate the community about marine life and ecosystems in the waters of the Kingdom, the statement said.

Deputy CEO Rebecca Charlotte Arnold said: “We are thrilled to be launching soon a diverse mix of exhilarating activities for aqua lovers in the kingdom. Mall of Dilmunia is confident that Bahrain Aquarium will give people the opportunity to engage in a range of activities which will be fun, interactive, and educational.”

The new aqua attraction, she stated, will offer an interactive layout on its predominant second floor which is 12 metres in diameter, where it is possible for visitors of all ages to feed and pet the fish. For those visitors who are certified divers, diving opportunities will be available, she added.

As part of its opening, Bahrain Aquarium screened a short documentary that told the story of the partners who helped bring this project to the surface, showcased the way in which ideas were developed and the steps that were taken to make this major project a reality.

05

Hospitality and Leisure

04 The aquarium spans all four levels of the mall and contains approximately 700,000 litres of seawater and has a depth of 17 metres.

Four new hotels to come online in coming months says wasl hospitality and leisure Work is nearing completion on four of Wasl hospitality and leisure’s new hotel developments in Dubai. According to the firm, Hyatt Centric Hotel, Marriott International, Aloft Dubai Airport and Element Dubai Airport will help boost its 6,885-strong hotel rooms portfolio.

According to wasl, work at Hyatt Centric Hotel is progressing at a steady pace with 98% of works complete. The project is being developed on a plot area of 4,122sqm close to La Mer beach, overlooking the waterfront of the Arabian Gulf. meconstructionnews.com

On Topic | 11

Fire safety

Asteco announces completion of fire cladding project at Oceana Palm Jumeirah

The hotel has a configuration of two basements + ground + six floors + roof, with a capacity of 173 keys. Other key facilities at the hospitality project include all-day dining areas, a pool, a gymnasium as well as treatment rooms. It is expected to be operational by Q4, 2021, the firm noted.

Wasl said its hotel in Al Sufooh will be operated by Marriott International, will feature 318 rooms and is expected to be complete by Q1, 2022. The concrete structure of the new 30-floor skyscraper is said to be 86% complete.

Work on the firm’s other two projects – the 230-room Aloft Dubai Airport and the 89-unit Element Dubai Airport, featuring furnished apartments – is in full swing and the hotels are expected to be operational in the coming months, the firm concluded.

The seven buildings that make up the Oceana Palm Jumeirah mixed-use project have been outfitted with new UAE Civil Defenceapproved fire-rated cladding panels, Asteco Property Management has announced.

According to a statement from the property and association management firm, the new cladding project was funded by the community’s Owners Association Reserve Fund and resulted in significant cost savings that reflected directly on annual service charges. Oceana Residences consists of seven towers - Adriatic, Pacific, Caribbean and Atlantic on the north side of the trunk of Palm Jumeirah, and Southern, Baltic and Aegean on the east side of the enclave.

06 Following a blaze that damaged the Adriatic tower five years ago, insurance fees ballooned by over 330%.

Approximately 90% of the community is occupied and 100% of the units have been sold, the statement explained. The replacement project was first initiated after the Adriatic tower was damaged in a blaze five years ago, which led to a massive hike in community insurance fees by over 330%, according to Asteco.

CEO HP Aengaar said, “The Oceana Owners Association was able to fund the entire project from the community’s reserve fund put aside every year for major renovations and unforeseen damage and avoided paying higher service charges. We are proud of our partnership with the Oceana Owners Association Board and the project team who together were able to make this initiative a resounding success.”

By proactively and voluntarily replacing the cladding in the remaining six buildings, and part of the seventh building, the insurance premium was reduced year-on-year until it reached the pre-2016-2017 rate, increasing the community’s value and enhancing safety, the statement pointed out.

06

05 wasl hospitality and leisure’s four new hospitality and leisure projects will add over 800 keys to its hotel room portfolio.

meconstructionnews.com

October 2021

12 | On Topic

Saudi Arabia Real Estate Market Overview Knight Frank discusses the performance of key real estate sectors in Riyadh, Jeddah and DMA during Q2, 2021 The residential sector has been a key area of focus for the government of Saudi Arabia in recent years, with attention primarily centred on boosting home ownership levels and providing higher quality housing options and the efforts are paying off. The mortgage market has boomed and the delivery of affordable residential units through the Sakani Program has underpinned the market’s buoyancy.

Unsurprisingly, apartment and villa sale prices have increased by 7.6% and 4.7%, respectively, over the last 12 months and demand for housing continues to rise. On the transactions front, the total number of homes sold has increased by 77% in the 12 months to June, while the total value of transactions has grown by 34% over the same period. The government’s continued focus on the sector is also delivering a far more active development market, with 100,000 homes expected to complete by the end of 2023, taking the total housing stock in the capital to 1.4m units.

In the Red Sea coastal city of Jeddah, the residential market appears to be a story of two halves: apartment prices have risen by 5.9% over the last 12 months, while villa prices have declined by 2% over the same period. The drop in villa prices highlights the rising affordability issues, with the average income multiplier for villas standing at 12.4, compared to 4.8 for October 2021

apartments. And this dis-parity looks set to widen, particularly given the lack of suitable supply aimed at mid-tier buyers, which is fueling a supply-demand imbalance.

Residential transaction volumes and values in Jeddah increased by 44% and 13% respectively in the year to June; a trend driven by a notable increase in the uptake of mortgages provided by banks and financial institutions. Jeddah’s housing stock is expected to grow by just 35,000 units by the end of 2023, taking the total number of homes to over 890,000.

Mirroring the trend in Jeddah, average apartment prices in the Dammam Metropolitan Area (DMA) increased by 4.6% in the year to Q2, 2021, whereas average villa prices fell by 4.1% over the same period. Like Jeddah, affordability issues are growing in DMA, with average villa prices standing at six times annual incomes, compared to 2.8 times annual incomes for apartments. Unlike elsewhere in the Kingdom, transaction volumes have slipped in DMA, falling by 8% over the last 12 months, while the total value of transactions decreased by 12% over the same period.

The rising affordability challenge, combined with a lack of suitable supply for middle and lower tier buyers, is contributing to slowing sales activity. As at the end of Q2, DMA’s housing stock stood at about 338,000 meconstructionnews.com

On Topic | 13

meconstructionnews.com

October 2021

14 | On Topic

Villa and Apartment Sales Prices and YoY % Change as at Q2 2021 RIYADH

JEDDAH

DAMMAM METROPOLITAN AREA

3,858 3,524 5,037 3,892

3,267 3,056

SAR/sqm

SAR/sqm

SAR/sqm

SAR/sqm

SAR/sqm

SAR/sqm

4.7%

7.6%

-2.0%

5.9%

-4.1%

4.6%

Y-o-Y sales prices

Y-o-Y sales prices

Y-o-Y sales prices

Y-o-Y sales prices

Y-o-Y sales prices

Y-o-Y sales prices

units. 20,000 units are due to complete by the end of 2023, most of which are ex-pected to be better quality apartments and townhouses.

In the year to the end of Q2, residential sales volumes across Saudi Arabia surged by 26%, with the total value of residential transactions increasing by 2% over the same period. Around 58,000 resi-dential transactions were recorded in Q2, compared to 47,000 deals during the same period last year. The government’s continued efforts to widen the mortgage market, combined with the de-livery of large affordable housing schemes through the Sakani Program have fostered a resilient residential landscape.

Office Sector Performance

Riyadh’s office market continues to experience fragmented performance. Average Grade A rents increased by 1.5% over the last 12 months, while Grade B rents experienced declines of 1.1% over the same period. The relative outperformance of Grade A offices can be attributed to a marked increase in licenses granted to foreign investors wishing to set up businesses in the Kingdom.

Indeed, the number foreign investment licenses issued have almost doubled from about 700 in 2018 to nearly 1,300 last year, suggesting that not only is office demand being created, but it is also being sustained.

Furthermore, we have also seen an uptick October 2021

in office requirements from newly created public sector companies. In general, demand is expected to continue rising, as government driven economic reforms spur renewed confidence and hasten business growth.

On the supply front, the completion of a small office development along King Fahad Road added approximately 9,000sqm to the city’s supply. This minor addition left the total office stock relatively unchanged at 4.2m sqm.

Total office space is expected to reach 5.3m sqm by the end of 2023.

Jeddah’s office market performance remained subdued in the year to Q2, 2021, with Grade A rents falling marginally by 0.8%. Grade B rents declined by 1.6% over the same period. Like in many other markets, the pandemic is driving a rethink in occupational strategies, keeping office demand muted. Indeed, some businesses have begun to shrink their office footprints, not necessarily in response to emerging hybrid working patterns, but more due to the need to contain costs.

This behaviour is also manifesting itself in the form of a rise in requests for flexible payment plans and shorter leases. Supply however continues to grow, with the MASIC Business Centre and Nagy Tower adding 25,000sqm of new space to the city’s stock in Q2, taking the total to 1.3m sqm. By 2023, this figure is expected to rise to 1.8m sqm.

Rental performance in the Dammam Metropolitan Area’s (DMA) office market continued to soften, with Grade A and Grade B rents declining by 1.7% and 2.5%, respectively, over the last 12 months. Supply, however, continues to trickle on to the market.

Q2 saw the completion of Joaib Tower and Deim Commercial Centre, which added approximately 22,600sqm of space to the city’s supply. These additions bring the total office stock to 1.3m sqm. By 2023, total stock is expected to grow to 1.5m sqm. Over the next 12 months we expect the office market in DMA to remain under pressure. Rents and occupancy rates are likely to soften further as supply outstrips demand. In the long term, however, we see demand for office space picking up, as economic reforms drive job creation rates and inward investment, spurring office space demand.

Saudi Arabia’s unemployment rate has dropped to its lowest level in almost five years.

The unemployment rate for Saudi citizens fell to 11.7% in Q1, down from 12.6% at the end of last year. Several factors have contributed to this; primarily the government’s response to COVID-19 and economic reforms stemming from Vision 2030, which have led to an overall improvement in business conditions. In addition, an increase in female participation in the workforce has helped to lift overall employment levels. meconstructionnews.com

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16 | On Topic

01 Ash Toma is head of Digital Asset Management, Middle East, Atkins – a member of the SNCLavalin Group.

01

October 2021

Ash Toma “Data and smart tools are increasingly enabling businesses to make better decisions, whether operational or strategic” In June 2021, the European infrastructure sector warned that costs were rising significantly - up to 20% in some cases. And the EU isn’t alone. In the US, research by the Federal Reserve found 65% of construction firms said that high input costs were dampening demand and 70% said rising material prices were eating into their profits.

In China, the cost of some materials has risen by almost 40% in the last year.

With customer demands growing, regulations around health and safety and net zero increasing, and existing infrastructure aging with each passing day, companies are now looking for a more data led decision making approach and intelligent ways to maintain and operate their assets.

Data and smart tools are increasingly enabling businesses to make better decisions, whether operational or strategic. This is where Digital Asset Management (DAM) comes in, to inform decision-making based on asset insights, such as condition, costs, and future requirements. Although this represents a significant shift in mentality for many organisations, the potential benefits are huge.

However, while most organisations agree that data is critical to their future success, some are faring better than others at harnessing its power.

Those with less success seem to be missing a clear link between the asset information strategy and the wider asset management strategy.

To avoid this, organisations must set aside the idea that data is incidental to their real business. Only by treating data as an asset —

often the most valuable asset on their inventory — to be actively managed across its entire lifecycle for maximum returns, can they hope to achieve the kind of savings and efficiencies necessary to give them a competitive edge.

An optimised data asset management model requires you to: 1. Define your objectives: Only when you know what you want to achieve, can you hope to effectively use data with maximum effect. Start with the key operational and strategic risks that if effectively mitigated will provide the greatest outcome 2. Define your data points: Decide what data you need to meet your objectives, then use this to define data-points relevant to your physical infrastructure. Also, define your database scheme to outline how different datasets will be connected to provide a more comprehensive insight into any given physical asset 3. Define data collection strategy: Every organisation and every project will have its own set of constraints; financial, time, technology, level of data accuracy or regulatory constraints that will have an influence in selecting the most effective approach for data collection 4. Present the data in a usable form: The outcome and benefits can only be realised if the data is consumed by the business. The adoption is directly linked to having the data transformed into meaningful information and presented to the end user. Essentially, for each relevant audience group with their meconstructionnews.com

On Topic | 17

defined use cases, make the data available in a form that enables them to make the best possible decision at any given time Building the Right Model for your Company’s Goals

This four-stage process forms the backbone of any successful data asset management programme.

But within this relatively simple model, there is room - indeed a necessity - for many refinements, depending on your company’s specific needs and the audiences you’re addressing.

Business and finance leaders, for instance, tend to want to create dashboards, which allow them to see different data sets at a glance, so they can factor these into their decision-making.

Engineers, on the other hand, may prefer datarich engineering plans and 3D environments.

Sometimes, companies want to jump straight to the task of creating a digital twin — a data-enriched, 3D replica of their asset infrastructure. But while this is often the most efficient way of presenting the insights gained from data asset management, it’s only the endpoint of the four-stage process described above. A digital twin can only ever be as good as the data being fed into it.

Finally, if the principle that data is an asset is adopted, it should also follow a similar asset lifecycle as physical assets. In a similar way to physical assets, data must be maintained throughout its life and when it has reached its defined useful life and is no longer needed, it must be disposed in a controlled fashion, so that data leakage and security risks are effectively managed.

Only when you know what you want to achieve, can you hope to effectively use data with maximum effect. Start with the key operational and strategic risks that if effectively mitigated will provide the greatest outcome”

assets were determined to be crucial to its operations. By assessing the asset condition and defining a degradation profile for each asset class, they were able to develop an optimum plan to determine at what point they needed to be maintained, refurbished, or replaced. They received accurate cost estimates for type of intervention to produce a full 25-year investment plan, reducing the asset whole life cost by extending the life of the asset. This information was also used in making important decisions around asset renewal plans during the height of the pandemic, when operational and cost pressures were at their most intense.

With tightly defined, well executed asset information strategy, companies can wring the maximum value out of their data and out of new and innovative ways of working, such as the use of IoT, robotics and ultimately derive to a digital twin. Doing so gives them the edge over their competitors. It also puts them in pole position in the race to deliver the intelligent, sustainable and cost-effective infrastructure that the market of the future demands.

Digital Asset Management in Action

Within the aviation sector, our client, a large airport owner/operator, was faced with the challenge of delays in the readiness of new infrastructure and needing to extend the life of existing assets in order to remain operational. To find an optimum asset management strategy, it was concluded that a more in-depth asset health check was required.

This was to determine the asset criticality, historic performance, current condition, age, degradation profile and replacement cost.

Following an initial study of the full infrastructure, an initial list of around 76,000 meconstructionnews.com

October 2021

18 | On Topic

01 Charles Faulkner is director – Middle East at Anthesis.

01

October 2021

Charles Faulkner “Raising Asbestos awareness must be a focus for developers, contractors, and consultants” The World Health Organisation (WHO) estimates that globally, 107,000 people die every year as a result of exposure to Asbestos.

Breathing in the microscopic particles of Asbestos dust causes respiratory diseases that are extremely debilitating, painful and in nearly all cases fatal. There is no known cure for Asbestos-related disease.

The import, manufacture and use of Asbestos has been prohibited in the United Arab Emirates (UAE) since November 2006.

Similar Asbestos bans exist in the rest of the Gulf Cooperation Council (GCC) countries, however they don’t exist in the GCC’s neighbouring countries.

Asbestos is only banned in around one third of the world’s countries, most of which are in Europe. Vast quantities of Asbestos are still mined, refined, and turned into Asbestos Containing Materials (ACMs) in the remaining two-thirds of the countries around the globe.

According to the United States Geological Survey (USGS), the biggest remaining active Asbestos mines are located in Russia and Kazakhstan, but it is the countries where the manufacturing of Asbestos products takes place that are of more concern for the GCC. China and India manufacture and export thousands of tonnes of ACMs each year, the majority of which are utilised in the construction industry.

With a quick online search, it is possible to purchase a plethora of Asbestos materials from the aforementioned countries at rockbottom prices. From gaskets to insulations, roof sheeting to ceiling tiles; all can easily be purchased by the kilogram or square meter in never-ending quantities. Sometimes the

purchaser may be unaware of what they are buying as the marketing of these ACMs has become more sophisticated in recent years.

Sellers make impossible claims such as ‘Dust Free Asbestos’ and in certain circumstances they substitute or remove the word ‘Asbestos’ altogether. ‘Asbestos cement’ is now sold as ‘fiber cement’ and ‘compressed Asbestos fiber gaskets’ are now just ‘CAF gaskets’. Counterfeit materials are also commonplace, so any guarantee of ‘Asbestos Free’ or ‘Non-Asbestos’ should be treated with a degree of scepticism.

Although banned by legislation and prohibited under the various green building regulations, Asbestos is still making its way onto construction sites and into buildings in the Middle East. Occasionally this is reported in the local national newspapers, however more often than not it goes undetected due to a general lack of awareness and the unscrupulous marketing tactics of Asbestos producing companies.

An On-Going Challenge

Over the past 12 years, I have encountered a large number of newly constructed buildings that have had Asbestos installed in them – some as recent as 2021. Additionally, I have received numerous phone calls from individuals requesting where they can purchase ACMs (most commonly Asbestos cement pipework, roof sheeting, Asbestos gaskets, and insulations).

Although these phone calls still are met with incredulity, they point to a wider concern.

For many people within the construction meconstructionnews.com

On Topic | 19

industry the health hazards associated with Asbestos are still not well known, neither is the legal status of this hazardous material. There is still a demand, and without looking too hard there is also still a supply.

Problems associated with the removal of Asbestos materials once they have been installed in a new/retrofitted building are of a different order of magnitude than if they have been delivered to a site and construction has not yet commenced. The time and costs associated with the identification (consider the needle in a haystack scenario of finding Asbestos gaskets installed into a new power station) and removal of Asbestos materials from a building can be eye-watering in comparison to eliminating the risk before construction.

Regulators and local enforcing authorities have done an excellent job at prohibiting these materials through various bans and through the requirements set out in green building regulations, but what can be done by construction industry stakeholders to

meconstructionnews.com

completely eliminate the possibility of Asbestos being installed in their sites?

Tackling the Problem

First and foremost, at the procurement stage, Asbestos must be contractually prohibited by all relevant parties involved in both construction and maintenance works. Reference should be made to relevant legislation and local building codes, and it should be clearly stated that Asbestos is a banned material and must not be used.

Comprehensive reviews and desktop audits of material and equipment specifications should also be carried out to reduce the risk of Asbestos being brought on to a new construction site. Onsite audits and inspections of building materials brought onto a site should be carried out by competent and trained professionals. Such inspections should be accompanied by bulk sampling and analysis for Asbestos content, to prove that materials are actually ‘Non-Asbestos’.

The expense of having a professional Asbestos consultant sample and analyse a few bulk materials, pre-construction, pales into insignificance in comparison to the disruption, reputational risk and legal ramifications that could arise from an Asbestos abatement project in a new building. Raising Asbestos awareness and the risk posed by this material to relevant stakeholders must be a focus for developers, contractors, and consultants.

In those buildings that are to be retrofitted, refurbishment Asbestos surveys should be completed, and in the event that Asbestos removal is required, this should only be conducted by trained professionals under the supervision of qualified, competent and registered Asbestos Supervising Consultants (ASCs).

Only by collectively acknowledging the ongoing risk Asbestos presents in the construction industry, can we take effective action to reduce the death toll caused by this deadly material.

October 2021

22 | In Practice

Collaborating for Client Value Jason Saundalkar sits down with three professionals to discuss their newly launched collaborative service, which was born out of the outbreak of COVID-19 At Middle East Consultant’s inaugural Future of Architecture Summit, several speakers told this journalist that meaningful collaboration is what the industry needs to address current and future construction and sustainability demands.

Coming together to add value is clearly something that architect and engineer Ankita Rao of Freeline Engineering, project and construction manager Natasha Abbas of North 51 Consulting, and interior designer/interior architect Nikki Bisiker of Nikki Bisiker Interior Design believe in.

The three women speak nine languages between them, boast diverse experience and say they bring a mix of cultures to clients who value a range of talents accessible under one roof. Here, Middle East Consultant sits down with Natasha Abbas, to discuss the launch of the new collaborative service.

What was the trigger behind the launch of this service?

01 Nikki Bisiker (left), Ankita Rao (centre) and Natasha Abbas (right) were inspired to launch their collaborative service following work on a project during the COVID-19 lockdown in Dubai.

October 2021

The trigger point for this collaboration stemmed from our collaboration on the Cipriani Dolci project in Dubai Malls’ Fashion Avenue, where we saw how seamlessly the three companies worked together. This project was initiated during the peak of COVID-19 - we came together remotely and led the entire design co-ordination piece seamlessly, without meeting even once in person. We recognised our individual strengths during the testing times of the lockdown.

The benefit to clients is a one-stop solution for design, management and construction needs yet with three independent companies that have their own views and assessments with the clients interest at heart - so triple the value rather than one individual company.

What are some of the short and long term goals for the service? How do you plan to achieve these goals?

Our short term goals are to continue to provide this niche collaborative service on a project needs basis, as we continue to collaborate cohesively on other prestigious projects we are currently working on, as well as on our completely independent projects.

Our long-term goals remain to focus precisely on the delivery of design, engineering and management; delivering long term sustainable growth to our collaboration across different sectors of assets. We are also looking at opportunities beyond the UAE. In the near future, we hope to expand our collaborative footprint and lend expertise to projects in many other countries.

What change (if any) has the service had on the three individual firms? Are dedicated resources being put in place as a result of the launch?

We are able to provide our clients unbiased solutions on projects we collaborate on.

Project centric forward resource planning meconstructionnews.com

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October 2021

24 | In Practice

with a dedicated team of project managers, engineers and creative designers who bounce off the synergies created in our first collaboration on Cipriani Dolci remains at the heart of this collaboration for projects in our pipeline.

It opens up market opportunities for us, as we have each other’s client bases to expand upon, where it is considered of value to the client. For the client, it enables them to know that we work with other companies that we have a long standing association with, and with a project portfolio where they have all been delivered successfully.

How does the consultancy service differ from regular partnerships that exist

02

between project stakeholders?

We are able to provide our clients with the necessary design, engineering and construction management checks and balances coupled with optimal cost effective solutions. This approach lends itself to de-risking various facets of the project by the time contractors get to work.

All aspect of the design are diligently engineered solutions and buildability creates a non-contractual medium for seamless execution. The uniqueness of this collaboration is the offering of a holistic service with tight reins on time, cost & quality control without compromising on design, aesthetics & engineering solutions.

Are there any objections you anticipate clients will raise with regards to the consultancy service? If so, how do you plan to address them?

Our approach provides a win-win outcome for our clients in terms of the ultimate programme, procurement, landlord & authority approvals, cost and quality parameters. If the client does not wish any of the companies to be involved and use, for example, their existing companies that they have worked with before, then we also have no issue with that, as we continue to work also on an individual basis and are happy to collaborate with others, if that is the client’s wish.

What are three of the top client demands/challenges that the consultancy service seeks to address?

October 2021

In an era of post pandemic construction, the top three client demands remain cost, programme and achieving uncompromised quality and value for the investment The meticulous planning and management of the design, appreciation of critical construction constraints and timely procurement is what we address very early, as part of our collaborative think-tank approach on projects.

A good brainstorming and question time sessions for each element of the creative design and the engineering that goes hand in hand, helps us identify key risks and provide clients with a holistic approach to realistic deliverables. Independent thought processes with combined experienced in the UAE and life deliver a more powerful voice.

The most notable impact of COVID-19 in our respective fields coming to the forefront is the seamless ability to deliver design and engineered solutions without meeting in person”

You had mentioned the UAE, Kingdom of Saudi Arabia, Kuwait, Oman and Bahrain are target markets for the consultancy service. Which of these markets do you expect will be the most valuable in terms of business in 2021 and 2022 and what will drive this?

We are seeing exponential growth in the Saudi markets at the moment. The opening of the travel corridor between the GCC markets will inevitably drive demand on an upward trajectory.

In relation to the earlier question, in Saudi Arabia, what are the three main challenges you anticipate? How do you plan to address those issues?

The key challenge remains the uncertainty surrounding delivery of projects in a COVID-19 environment. As borders begin to open and we return to pre-COVID travel flexibility, being able to adapt to this uncertainty is key.

We plan to overcome this by forward resource planning and adopting innovative measures in our approach to project delivery from design through to construction. The second challenge we anticipate facing is having to prove credibility, specially in terms of financial standing. In the current scenario where many big players and small players have shut shop, the entire industry is under a scanner with respect to new investors.

Construction has always been a volatile sector having seen its share of ebbs & tides. meconstructionnews.com

In Practice | 25

Specific to the three companies in question, each of us has been around for close to two decades each and having braved many big storms, we continue to stand today with an enviable list of clients & projects each.

Collaboratively, the potential we bring to any project remains quite huge.

02 The Cipriani Dolci in Dubai Mall cover approximately 1,100sqft and can accommodate 115 guests.

a circular economy. What is the most

03 The project was commissioned during the lockdown period following the initial outbreak of COVID-19 in the region. Its success spurred the three professionals to launch the collaborative service.

What is the most notable impact

The most notable impact of COVID-19 in our respective fields is the seamless ability to deliver design and engineered solutions without meeting in person. This is a key strength we have developed and intend to harness as and when required as part of this unique collaboration.

Additionally, client payment schedules, the perceived values of time and experience and logistics management in how shipping schedules are now so much longer, while prices for shipping and factory production times which effect key elements of a project have also changed.

Quality in sustainable construction, choice of materials and a pragmatic approach to project cost control is one the construction industry must grapple with. Adhering to best practice construction standards, quality assurance and quality control right at the outset of a project is fundamental in minimising waste, abortive works, programme delays and escalating costs, which ultimately impacts a project’s holistic sustainable outcome.

The idea of a circular economy rather than a linear one is a wonderful approach, however in reality, some of these materials may not be suitable for use, fit for purpose, costs may be escalated in use and also availability may be restricted. These are all polarising elements, which the client may decide are restrictive and unachievable, financially and practically.

I think the key is to use and apply this theory in practice as much as is possible to benefit society in the long term.

COVID-19 has had in your respective fields/disciplines in terms of client demands, design and project delivery?

Is this a temporary change or do you see it as a long-term shift?

Client demands on time, quality and cost remains static. Increasing cost of construction due to the pandemic is a challenge, which we address with innovative qualitative and quantitative techniques.

The key challenge that spills off the back of the outbreak of COVID-19 and its impact, is the projects’ lifecycle, going from a standard bubble diagram to detailed design, procurement and construction.

More emphasis is being placed on sustainable construction/materials and

critical issue the industry has to tackle in this regard?

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October 2021

26 | Specify ME

Tech3D® BIM Object Configurator for Windows, Doors & Façades Hydro Building Systems Middle East | TECHNAL® explains how Tech3D ® can improve communication and information exchange between stakeholders Created in Toulouse in 1960, TECHNAL®, a brand that belongs to Hydro, a global aluminium company founded in Norway with more than a century of experience in industrial production based on technology and renewable energy. TECHNAL® with more than 40 years of regional presence offers architectural aluminium systems that are designed to inspire contemporary architecture such as unitised façades, curtain walls, doors, windows, sliding doors, balustrade, conservatories and pergolas.

TECHNAL® systems offer an optimal solution, for modern architecture combining outstanding energy performance with innovative ventilation solutions, maximum light provision and safety performances.

October 2021

Thanks to the in-house testing and innovation center, TECHNAL® systems runs multiple tests on finished products, including a wide range of performance tests: mechanical strength, openingclosing, maneuverability, shocks, thermal resistance, resistance to corrosion, weather resistance (air permeability, water tightness, wind pressure resistance) and acoustics in EN and ASTM standards.

For the architect, TECHNAL® systems allow for plenty of creativity while facilitating the design and development process and helping to transform ideas to real buildings. To further this initiative, TECHNAL® has launched Tech3D® – an exclusive 3D BIM objects configurator for windows, doors and facades for architects and consultants, “Where others see BIM as a future

topic, we see the present,” it says!

BIM (Building Information Modeling) is an intelligent 3D model-based process that gives architectural professionals the opportunity to plan more efficiently, design, construct, and manage buildings. BIM aims to manage a building’s lifecycle – from initial design and construction through to operation, maintenance, dismantling and recycling.

Different levels of details and information within the BIM object are needed, depending on the stage of the project. At the architectural design stage, a simple representation is required; while at the construction stage, all details and exact performances are mandatory.

Current architecture and complex aluminium constructions sometimes make difficult to use the ready-made BIM objects. meconstructionnews.com

01 The tool makes it easy to produce 2D and 3D designs and 3D renderings.

02 Detailed renderings allow you to visualise your construction in minutes.

After consulting leading architects in a bid to fulfil their expectations, TECHNAL® has developed its Tech3D® software.

With Tech3D® you can Imagine... without constraint

Tech3D® is a simple design tool, which makes it possible to quickly produce 2D and 3D designs, as well as realistic 3D renderings. These designs can then be exported to CAD software and meet the 3D modelling needs of the BIM digital model. It has been specially created for building specifiers, architects and designers. It allows: • Professionals to save time to produce a BIM object for architectural aluminium construction designs • Generate a wide variety of projects from a basic window to a complex façade • Get the level of detail needed while reducing the file size • Import it into the original BIM project whatever the architecture software From the design stage of your project, you can create and edit quickly and simply: • windows, • doors, • sliders, • folding doors, • composite construction, • non-rectangular construction • or even complex façades.

Through Tech3D® architects and designers will have access to the core offer of TECHNAL® with numerous presets and a user-friendly interface for a fast learning approach.

01

With Tech3D® you can produce a 3D object... with many details

The ease of use, linked to a high level of rendering will allow you to visualise your construction in only few minutes. The application works in 3D to offer the benefit of different views, enabling you to see how your element looks. It is also possible to easily place any mullion or transom in your construction and use all the variety of colours, even dual colour for a perfect rendering. Commercial and technical information will also be attached to each object to enrich even more the 3D drawing.

With Tech3D® you can exchange between stakeholders … with simplicity

When your project is modeled, you can easily export to other 3D or BIM applications through the DWG, IFC or SKETCHUP formats. At Technal, our goal is also to simplify and improve communication and information exchange between project stakeholders and Technal.

It is compatible with all CAD tools used by architects (2D/3D drawings can be imported and exported). There is also the possibility of

integrating your SketchUp projects into Tech3D, to add a TECHNAL product according to the 3D model defined upstream.

2D elevation drawings can be imported as models to create 3D renderings and can also be exported for use in most CAD software on the market, such as Autocad®, Bentley®, Archicad® and ADT®.

3D rendering can be exported in various formats for use with Sketchup®, Autodesk 3Ds Studio Max®, Revit®, Archicad® and meet the 3D modelling needs of the BIM digital model.

Even better if you are using REVIT® from Autodesk, a specific plug-in has been developed, directly embedded into the application for the generation in one click of the native REVIT® family.

The objects produced in Tech3D® can be exported to TechDesign® by Technal, which is the estimation and fabrication software used by TECHNAL® fabricators. This direct integration enables to get an estimation of your project by avoiding mistakes in the parameters input; the redesign of construction and the time saved will speed up the feedback.

Our goal is also to simplify and improve communication and information exchange between project stakeholders and TECHNAL®.

With Tech3D® this is now a reality!

Download the latest version of TECH3D REVIT® add-in, standalone PC version or the ArchiCAD library, for free by visiting http:// tech3d.technal.com (The add-in is compatible with all REVIT® version from 2019 to 2022).

For a free consultation, demo and walkthrough, please contact Kristel Akiki (Marketing Executive, Hydro Building Systems Middle East) on

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kristel.akiki@hydro.com October 2021

October 2021

meconstructionnews.com

On Site | 29

Culture Capital Gavin Davids interviews Tarek Shuaib, CEO of Pace, about the delivery of the Assima Project, a new world-class lifestyle destination being built in Kuwait, that is nearing completion While shopping malls in Kuwait now reign as pre-eminent cultural destinations, the entire retail sector is witnessing a major transformation in an effort to cater to an increasingly selective clientele that now demands a world-class lifestyle experience – not just a venue.

Within this vein, Kuwaiti real estate giant, Salhia Real Estate Company, is collaborating with mega retail project expert, Pace, to deliver an ambitious, mixed-use development: The Assima Mall and Tower. The project, currently under construction, is already carving out a unique place for itself on the national landscape, well before works are completed.

In an exclusive interview with Pace CEO, architect Tarek H. Shuaib, Gavin Davids gets to dig deeper and find out more about the Assima Mall and Tower project: How will the Assima Mall and Tower compare to others in the region? What are its unique selling points and qualities?

Assima is one of the few genuinely mixed-use developments in Kuwait, and the only one located in the heart of the city. It is set to become a world-class destination for high-end shopping, entertainment and leisure. The development will feature three distinctive components: a shopping mall, a commercial tower and a fivestar residence hotel.

The project takes its name from the Arabic word for ‘capital city’ – in an effort to reflect its small city persona, bringing all the conveniences of a mini-city in the heart of downtown Kuwait, meconstructionnews.com

while offering a variety of other key services, as well as a number of lifestyle and leisure facilities.

Salhia Real Estate Company are one of our long-term partners and they share a common belief that the malls-of-tomorrow must be experiential and customer-focused. That is why unique entertainment-oriented offerings have been created at Assima in order to engage visitors at every possible touch point. Moreover, the project will actively boost the commercial value of Kuwait’s capital city and heighten its allure as a vibrant business and commercial hub.

What is Pace’s role in the Assima project?

Having delivered a multitude of successful retail and mixed-use projects across the region, as a Kuwait-based regional multidisciplinary firm, Pace has been brought on board by Salhia Real Estate to develop and tailor the existing designs of the project with innovative concepts that fit the needs of the Kuwaiti market. We have a reputation within the industry as a firm that designs for speed and opulence.

We are also overseeing construction works and ensuring top-class quality delivery to the highest of international standards of excellence.

As partners of development, we are always keen on playing an active role in the ongoing efforts to develop the region’s retail and entertainment sectors, as well as promote both foreign and domestic tourism.

Upon its completion, the Assima project will become the latest in our portfolio of firstclass mixed-use developments that are now considered prime destinations for leisure, October 2021

30 | On Site

tourism and entertainment, for both locals and international visitors.

What are the highlights of the Assima project and what are some of its main components?

The site for the Assima project is characterised by high street visibility and full prominent frontages at the junction of two main traffic arteries. A key component in this prime development is the Assima Mall, which offers visitors a highend multi-faceted lifestyle experience with large commercial and recreational spaces distributed over five floors. This includes urban parks, rooftop cafes, restaurants, a large-scale hypermarket, cinemas, entertainment, as well as various F&B and retail experiences.

It will also house the Marriot Executive Hotel and Apartments, comprised of 11 floors located above the retail podium, with 164 suites with their services of restaurants, multi-purpose halls, and an on-site health club.

On the other hand, the Assima Tower boasts 54 floors of office spaces, with spectacular panoramic views of the city.

What can you tell us about the mall’s architecture and design elements?

We have succeeded in developing innovative and original architectural concepts, blending elements of Kuwaiti heritage with the contemporary design expected of a modern metropolis such as Kuwait City. The mall boasts other architectural elements, such as a threestorey tall waterfall flowing between cafés and fine dining restaurants, as well as panoramic high-speed lifts overlooking the entire mall, in addition to high-rise floors that give visitors a sense of luxury and indulgence.

The mall’s walkways are also designed to flow smoothly into the twirling internal corridors, harmonious with the play of light and surrounding nature.

Sustainability is a core driving notion behind the development of this project. The project will sprawl across green lands, in compliance with the principles of sustainable development and natural ventilation, with technologies being used to ensure energy consumption.

This includes the use of ETFE (ethylene 02 tetrafluoroethylene) roofing for natural lighting, October 2021

01

02

01 The Assima Mall and Tower project will deliver a world-class lifestyle experience to Kuwait’s residents.

02 The latest construction technologies have been deployed to deliver the project to the highest international standards.

03 The site of the project was carefully chosen to ensure high visibility at the junction of two main traffic arteries.

Therma-insulation for all opaque envelopes, and double-glazed curtain walls/windows with air cavity for energy savings and optimisation of indoor air quality.

What is the current rate of progress so far, and what construction technology was used to design and build the project?

In terms of progress, we are pleased to have reached significant milestones with the Assima project, with construction works for the mall nearing completion. Given the revised project timelines because of the outbreak of the pandemic, the mall is so far on track for completion by the end of 2021.

The latest construction technologies were employed on the project to ensure its delivery to the highest international standards. With structural works fully completed for the mall, and at 83% completion for the Tower (that is 96.3% for the project overall), works currently underway include the deluxe interior works and finishes for the facades, along with other technical installations and utilities development.

We have always been ahead of the curve when it comes to adopting innovation and advanced technologies, as we continue to push the boundaries in design and architecture.

Driven by our vision, we have worked hard as a company to establish ourselves as active leaders in the region for the implementation and promotion of new design technologies and construction methodologies, offering new opportunities for innovation.

A key part of our efforts is the rollout and implementation of a digital transformation plan which is currently being activated across all our design projects. Our design and construction technologies employed include Business Information Modelling (BIM), Project Information Management (PIM), Leadership in meconstructionnews.com

On Site | 31

Energy and Environmental Design (LEED) and Integrated Project Delivery (IPD) protocols, in addition to fast-track construction solutions.

I am proud to say that through our improved potencies and capabilities, we were able to guarantee quality and value for clients, with educed environmental impact and better operational and management costs.

sources, the construction team succeeded in minimising some of the pandemic’s negative impact on delivery.

progress during the pandemic?

measures, including various curfews and lockdowns. Inevitably this affected the planned labour deployment. However, working closely with Ahmadiah, we managed to succeed in adopting flexible shift patterns that optimised the available labour resource, and thereby minimised the impact upon the programme.

The project workforce peaked at 2300 operatives. We adhered to all pandemic control

Given the standing of the project, what

What was the strength of the workforce on the project and how did construction

Who is the contractor on the project and why were they chosen?

Ahmadiah Contracting & Trading Co (ACTC) are the main contractor for the Assima project.

ACTC is one of Kuwait’s premier contractors and has succeeded in delivering many of Kuwait’s landmark buildings. Specialising in high-rise construction, ACTC was selected based on the long and successful relationship it has with both Pace and Salhia Real Estate, the developer and owner of Assima project.

What were some of the challenges encountered during the construction process and how were they resolved?

There were multiple challenges overcome on this project. A key element of success for this project has also been one of its main obstacles – that is its location.

The project site is located in the city centre, and as such that area is quite congested. Temporary site accommodation and material storage are remotely, yet centrally located. Therefore, we were able to manage transportation in less time.

Also, the recent COVID-19 pandemic introduced a whole new set of unprecedented challenges, including lockdowns, curfews, commercial and transportation restrictions, and closures. However, our HSE department at Pace has been working extra hard to help navigate construction works more effectively in the safest and most efficient manner there is, while adhering to all rules and regulations set by the Ministry of Health and observing all precautionary and preventative measures and social distancing guidelines.

Pandemic control measures, including closed borders, posed a major threat to the delivery schedule. However, with smart procurement that entailed ordering materials earlier than planned, whilst obtaining other materials from alternative meconstructionnews.com

was the design process like, and did it

The project will sprawl across green lands, in compliance with the principles of sustainable development and natural ventilation, with technologies being used to ensure energy consumption”

change much as the construction of the project evolved?

Assima has the second tallest tower in Kuwait, which is topped with a crown structure. During the course of the project, the design of the crown evolved significantly, which was a notable challenge for our designers.

Moreover, numerous design changes to accommodate tenants’ requirements were executed. Fortunately, as a result of the close cooperation and streamlined channels of communication between Salhia, Pace, and ACTC, all design changes were successfully accomplished within programme.

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October 2021

2021© Omnium International Limited - All Rights Reserved

Expo 2020 Sustainability Pavilion

o m n i u m i n t .c o m

Expo 2020 Sustainability Pavilion Working closely with Emaar Properties PJSC, Omnium have provided full preand post-contract cost management services on Terra – The Sustainability Pavilion at the Dubai Expo 2020.

Achieving Platinum LEED certification, Terra is a unique exhibition space designed by the renowned Architects Grimshaw. The Pavilion’s innovative design will set the highest standards for efficient use and reuse of energy and water and will showcase the latest sustainable technologies available.

Omnium has worked closely with the Client to provide quantity surveying services that ensure that the Sustainability Pavilion is being constructed with full consideration being given to the post-Expo ‘Legacy’ stage, becoming at this point a world-class children’s science center and museum.

Cost Consulting Company of the Year

Dubai OFFicE

Suite 601, Al Hawai Tower, Sheikh Zayed Road, P.O. Box 62256, Dubai, UAE Tel: +971 4 3434 600 | Fax: +971 4 3437 142

34 | On Site

October 2021

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On Site | 35

Future of Architecture Summit Recap Middle East Consultant recaps the first edition of the successful Future of Architecture Summit The first edition of Middle East Consultant’s Future of Architecture Summit took place as a live event on September 15 at the Habtoor Grand Resort in Dubai.

The event was MC’d by Paul Godfrey and opened with a keynote address from Jamil Yousef Mohammed Jadallah, MD/partner at National Engineering Bureau (NEB).

Following the keynote, the first panel titled ‘Answering the Call of the new Normal’ began.

The session was moderated by Tim Martin, principal and MD at Gensler Middle East; he was joined by Ewa Juszczyk, project director at U+A, Fernando Freitas, Dubai branch director at Omnium International, Marina Kindelan, associate facades director at AESG, Ralf Steinhauer, director at RSP and Tony Abi Gebrayel, MP at MZ Architects.

Commenting on the summit, Martin stated, “Events like this really kickstart important conversations. We all discuss these issues in isolation but to be able to come to a forum where you have a mixture of clients, designers and developers; to really help look at what the future of architecture will be like and to have great conversations that will ignite further development in the future is crucial.”

GOLD SPONSOR

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ational

ngineering

Following the first panel, Jonathan Keith, MD at K Tech Consulting took the stage for a 10-minute presentation around current trends in IT and security design. He shared numerous insights on what effect these technologies will have of buildings and occupants, and what will be needed within buildings in the near future.

The second panel titled ‘Function, Form and Everything in Between’ was moderated by Malini Karani, director of Studies for Interior Design at Heriot-Watt University Dubai. She was joined by Hamed Parnian, AD at Compass Project Consulting, Nathan Cartwright, ED at NV5, Nikki Bisiker, founder and principal at Nikki Bisiker Interior Design and Tom Gilmartin, BDM at ALEC FITOUT. Speaking about her session, Karani stated, “A lot of these issues were relevant pre pandemic but because of COVID-19 some of them have been sidetracked. We are looking at a lot more flexibility of user space now; whether we should work from home or not, and how do we go back to working in offices safely.”

The panel was followed by a 10-minute presentation by Craig Murphy, lead consultant at Socotec Consultancy. He talked about preventing the spread of fire and smoke through

design and design innovations, and how these control factors are impacted through poor maintenance, poor refurbishment programs and sub-standard modifications.

The third and final session of the day ‘Cities of the Future’ was moderated by Amer Mneimneh, VP, Urbanism + Planning, Middle East & Africa at AECOM Middle East. He was joined by Darryl Custer, ED, Design Division at KEO International Consultants, Dr. Harpreet Seth, head of Architecture at Heriot Watt University Dubai, Joe Tabet, founder and MD at JT+Partners and Lee French, partner at Cundall.

Speaking about the event, he noted, “I’ve really learned a lot, I attended the session before mine that was on fire safety. It was quite enjoyable and I learned a lot about the issues in terms of what you observe when you walk into a building in terms of potential fire challenges and hazards that you face.”

He concluded, “What’s great about these events is you have like-minded people exchanging ideas and addressing everyday challenges. We may have different opinions but nevertheless those opinions make things richer.

By diversifying those ideas is how you come out with solutions to those problems.”

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On Site | 37

Louise Collins “We need to move on and change the external perception that this is a male industry because factually it’s not anymore” Following our special edition dedicated to women in the construction industry, Middle East Consultant continues to share the inspiration and experiences of women working in the male-dominated industry across the GCC. Here, we catch up with Louise Collins, head of engineering & energy at JLL MENA. What drove you to get into construction?

Like most teenagers I had no idea what I wanted to do, and my older brother suggested that as my favorite subject was math, and competing with my male counterparts, that engineering might be a good path for me.

I honestly had no idea what I was getting myself into until my first day of university arrived, with at a large auditorium of 200 guys and three girls.

I was lucky enough to get a couple of summer internships with a contractor on site during my summer breaks from university.

They were baptisms of fire and helped me breakdown any notion of being treated differently in our industry, with an old school ‘one of the lads’ approach.

Share a brief about your career, mentioning key achievements.

After working as a graduate and engineer for four years in Ireland and the UK, I then relocated to Dubai in 2004, as a senior engineer meconstructionnews.com

for international firm WSP. The move to Dubai during this time opened a lot of doors in terms of projects and general opportunities. I spent the next five years developing my technical and team skills within several big companies, growing quickly from a senior engineer to the youngest associate Ramboll have ever had in their business, aged 28.

When my Ramboll Middle East managing partner decided to set up his own company in 2011, he asked me to join him which was a phenomenal opportunity. I became very aware during this time of the impact my role had with regards to two of my favorite subjects - diversity and sustainability, and how I can positively influence these issues in my role.

During the pandemic, I really started to look at myself and where I wanted to be in the next 10 years, as I wanted to make an even bigger impact. I started at JLL in December of 2020, as head of engineering & energy, with a remit to start a new work stream within their current Middle East business, whilst being supported at a corporate level, which was ideal.

I’m learning the ropes of a Fortune 500 company, whilst staying grounded by the small company ethos I learned over the last 10 years. I’m ambitious and I like the huge room for growth of an international company - it’s certainly different to work with a company with such a big reach, with the ability to influence markets, clients and people, and I’m hoping October 2021

38 | On Site

I can align my passions to realise some big positive outcomes.

The GCC construction sector is still male dominated, however diversity is beginning to increase. If you agree with

How does diversity and inclusion impact

this, comment on what is driving this and

the construction sector?

how you see the GCC markets changing

Having diversity in the construction industry not only gives new perspectives, but it also enhances creativity and productivity. A Mckinsey & Co. 2019 analysis found that companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability than companies in the fourth quartile—up from 21% in 2017 and 15% in 2014.

Studies on how women-led businesses perform around the world have been reaching a positive consensus too. In 2016, the Credit Suisse Research Institute issued its updated report on women leaders and company performance at partners around the world, the Credit Suisse 3000. According to the company, the results demonstrate that the higher the percentage of women in top management, the greater the excess returns for shareholders.

in the coming years? If you do not agree

What are some of the barriers to women

with this, please share your thoughts/ views of the market.

I do agree, I sometimes get frustrated that we are still talking about gender diversity when other parts of the world are actually focused on non-gender related diversity, which is now becoming crucial.

In 1999, when I started my first internship, people were saying ‘oh a girl engineer’ and it’s sad that we are now 22 years on and I still get the same ‘oh you’re an engineer’. It’s perplexing and we need to move on and change the external perception that this is a male industry because factually it’s not anymore, albeit lower numbers are recorded in raw construction, like engineering and construction management.

Generally, the numbers are rising on a massive trajectory. We need women that are in the industry to be more visible, as this will encourage more women into the industry.

entering the construction industry?

The first barrier is aesthetic, I was literally the only woman in most meetings I participated in for the first 10 years of my career. No matter how confident you are, being a minority in any circumstance is intimidating. The only way to change this is bring more women in, otherwise there will be some women that we will never be attracted into our industry.

The second for me, personally, is family, although socially men and women play very equal roles in raising kids, the guilt as a mum between your commitment to work, upskilling and family is very hard to balance. I missed my daughters first day of school traveling for work and I also remember being 36 weeks pregnant with my son in Riyadh for a presentation.

It’s not easy trying to find balance, so you need to have a great support system around you and work for a company that allows you flexibility when needed. A survey by Boston Universities economist Andrew Newman showed dual career couples are 25% less likely to get divorced; so hopefully my career efforts aren’t all to the detriment of family.

October 2021

Be bold, be brave, work hard, work for people and companies that respect you and push you forward.

Don’t be afraid to say: ‘I want that promotion’ or ‘I will take on the role’ or ‘What do I need to get to the next level’. It’s not arrogance, its confidence”

What has your experience been working in the GCC construction sector? If you

What would you like to see government

have worked in other markets, how does

authorities and construction firms do to

your experience here compare?

increase diversity and make pay a level

The GCC construction industry is dynamic; I worked in Europe many years ago and I guess things have changed a lot since then but I really think the opportunities are phenomenal here.

I went from designing two storey buildings in the UK to 80 storey towers in Dubai. I’ve worked on some of the best projects in the world from water and snow parks to working with some of the best architectural teams like Calatrava, Zaha-Hadid and Killa Design.

The technology and innovation here are also evolving faster than most regions and the opportunities are endless. It’s such a melting pot of people and talent, and every day is vastly different from the previous one - I learn something almost every day, which is staggering after this length in the industry.

playing field?

It’s hard to implement hard and fast measure on companies and we must remember a lot of GCC countries are still emerging markets. There is currently no minimum wage legislation in general, so implementing equal pay legislation in this region has some way to go.

Equal pay in the companies that I have worked with has also been based on gradings; this is a simple mechanism of paying people for their abilities and experience. If someone has made it to associate level because they have all the qualifications – communication, technical, client relationships etc, then they earn the equivalent pay grade.

Good firms will benchmark salaries with their competitors, good recruiters will ensure the people they put forward get the right salary and good candidates will ensure they are paid what they deserve. Everyone must pay fair, and everyone deserves to be paid fairly.

What is the biggest challenge women in the construction sector face in the GCC? How can these challenges be addressed?

Pipeline is definitely the issue, and this is not meconstructionnews.com

On Site | 39

One female in our industry once questioned me on hiring women because of maternity leave issues, and lets face it, this is the elephant in the room – peoples’ perception are that if they hire women, they won’t get as much out of them as they do men. However, people who measure output as time alone don’t understand the real value of talent.

How does JLL approach diversity in the workplace? What more can they do?

JLL is a global leader in diversity and one of the reasons I was drawn to it. We are 25% female in the region and 35% globally. 29% percent of the leadership team are also woman. But, the important thing about driving these statistics up is based on a backbone of meritocracy, it’s important that we don’t just promote for the sake of diversity. There is a huge push to upskill women when we find the right candidates and keep them in the business. We do have women in leadership and women internship programs, which are set up for this exact reason and have helped JLL create a huge diversity talent pool. exclusive to this region although it is probably exaggerated here by the sheer volume of men.

We are not getting enough women coming out of universities; we are not keeping them in the industry and women are not pushing themselves to the C-Suite enough.

Heriot Watt have only 15% female scholars in engineering & construction management, yet 77% in architecture. Overall, 25% of females are finishing university and not entering their perspective industries. So, for me the three big objectives are: bring more women in; keep them in; and push them up to leadership roles.

In 2019 I and a number of female directors in construction canvased a number of local schools: primary, secondary and university.

When we asked the primary school kids to draw an engineer – they all drew men. When we asked the secondary school to name a female engineer, only one named Gwynne Shotwell.

By the time we got to university, the engineering classroom only had six ladies. We also asked them what they thought women in construction would do; most of them thought it was desktop work doing calculations. When we explained to them all of the different elements meconstructionnews.com

of engineering and how dynamic it was, they were surprised. They started to become interested and asked about the innovation and technology, what type of clients we worked with, how much did we get to travel etc. The perception of what we do is also key to enticing more women into construction.

In doing your job, what sort of discrimination (if any) have you faced and how did you/employer address it?

I have been extremely lucky throughout my career that I have never experienced any negative impact for being female. If anything, it has helped me: it’s much easier to remember the Irish lady in the room than the 20 men in suits, and client do remember you for that reason, so using that as a platform to demonstrate ability has been a bonus.

All my mentors and managers have been strong men and have had very few female role models unfortunately – not because of bad women because there just weren’t many around. This is something that is key to pushing diversity - having more women visibly as role models to aspire to.

How do you personally push for diversity and equal pay in the construction sector?

I’ve been very lucky to have worked for companies that do not discriminate and I’ve always been measured on my own successes.

I do like when companies benchmark salaries in industry against roles and ability. I try to act as a role model and I’m a huge advocator for the right women in the industry.

I like to focus on pipeline and mentoring and working with some of the local schools and universities to bring more women through into construction. I always have a number of mentees and interns that I support long term.

WIBSE, DBWC, Aurora50, Wild and other platforms are doing an amazing job of helping women in the industry reach their goals.

What advice would you give to a woman entering the construction industry today?

Be bold, be brave, work hard, work for people and companies that respect you and push you forward. Don’t be afraid to say: ‘I want that promotion’ or ‘I will take on the role’ or ‘What do I need to get to the next level’. It’s not arrogance, its confidence.

October 2021

40 | On Site

01 Suhail Arfath, director, Digital Transformation and Innovation at Hloov.

01

October 2021

Suhail Arfath “Minimising waste and achieving the ambitious emission reduction targets will require groundbreaking changes” The recent IPCC report outlines a dire warning - if we don’t make drastic changes in our emissions soon, Earth’s temperature will climb 1-to-2 degrees Celsius above preindustrial levels by 2100, making it catastrophically dangerous for life on Earth.

The built environment is a significant source of greenhouse gas emissions, accounting for nearly 40% of global CO2 emissions. Of these total emissions, buildings’ operations contribute 28% and the other 11% comes from building materials and construction (typically referred to as embodied carbon).

To further add to the problem, a recent study from Transparency Market Research projected that global construction waste will reach 2.2bn tons by 2025. With growing populations, the scale of construction projects is constantly increasing; this trend will only continue with time, with more buildings being erected than ever before, clogging up our planet’s resources in the process.

The sector is not known for making wellinformed decisions, typically attributed to data silos and proprietary data formats resulting in useless data or limited access to stakeholders for better decision-making. The cost of this loss of data can be astounding; according to a report from IBM, the US economy lost $3tn due to inaccurate or dysfunctional information systems - 16% of America’s total GDP at that time!

One thing is certain: minimising waste and achieving the ambitious emission reduction targets will require groundbreaking changes in every aspect of the built environment. There

is no simple solution to cut emissions while keeping business as usual. So it requires us all - designers, architects, engineers, facility managers, developers, owners, and other built environment stakeholders – to work together and make better informed data-led decisions.

In order to make better-informed decisions, data needs to be democratised and made accessible. Digital twins are a great way of bringing together different sources and presenting them in an easy-to-understand format that can help us all work with more clarity on our sector’s most pressing issues. A digital twin is a virtual representation of realworld entities and processes, synchronised at a specified frequency and fidelity. With digital twins, it is now possible to break down silos, enable more transparency and better decision-making for all stakeholders in the built environment value chain.

Digital twins integrate data from multiple sources to create a model that self-reflects how physical assets behave in the real world; it enables digital coordination among stakeholders throughout the building lifecycle for better decision-making to minimise waste and reduce carbon footprint.

In conclusion, the built environment is an important player in fighting climate change, and it is vital to reduce our industry’s emissions dramatically. Digital twins can help break down the silos and make data accessible, which ultimately help make better-informed decisions; the key to minimising waste of resources in the built environment and building the sustainable future we all want. meconstructionnews.com

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