ME Consultant September 2019

FOR THE CONSTRUCTION SPECIALIST

A Voice for Change Caroline Parsons on driving diversity and inclusion within WSP and the construction sector ON TOPIC

Performance of Riyadh’s various sectors in Q2 2019

IN PRACTICE

AECOM on delivering ICD Brookfield Place

ON SITE

Women in Construction profile: Zoe Burnett

ISSUE 062

September 2019 Licensed by Dubai Development Authority

CONTENTS

On topic INDUSTRY VIEWS FROM ACROSS THE MIDDLE EAST

04

06

06 ANALYSIS

JLL discusses the supply and performance of Riyadh’s residential, office and hotel sectors in Q2 2019 10 NEWS

ENEC achieves milestone at Unit 3 at Barakah Nuclear Energy Plant; Tasmim awards Unique main construction contract 14 COMPETITION

In honour of the late Reem Dayoub, LACASA is partnering with Middle East Consultant to offer engineering students a chance to win an internship

10

18

In practice ANALYSIS, INSIGHTS AND INTERVIEWS

18 INTERVIEW

Jason Saundalkar talks to Caroline Parsons about the steps WSP is taking to be a great place to work, drive D&I and provoke positive change in the broader industry by actively engaging with its clients

24

30

24 CASE STUDY

Middle East Consultant visits ICD Brookfield Place with AECOM, the PM tasked with overseeing the construction of one of the most eye-catching towers in the DIFC area

On site CASE STUDIES, OPINIONS AND SNAPSHOTS

32

34

30 OPINION

HKA’s Simon Longley outlines his thoughts on resolving disputes 34 PROFILE

We talk to RSP’s Zoe Burnett about her influences, career and gender diversity in the construction industry 40 THE BACK PAGE

Schneider Electric’s Atin Chhabra reckons that technological innovation can have a positive impact on construction management

38

40

SEPTEMBER 2019 1

WELCOME

Group EDITOR’S NOTE

Another Month, Another Disaster Following my last editorial about banding together to fight climate change, I can’t help but pen another piece around the decaying state of our planet. While coverage of this issue only started to spread several days after the fires first broke out in the Amazon rainforest in Brazil, the news has since gained critical mass.

This is a good thing and a bad thing because while these issues should have global attention, the amount of incorrect information that is being spread will ultimately do more harm than good.

Reading and then fact checking a couple of stories, it turned out that both those pieces were using stock images. Naturally, the comment section was full of climate change skeptics rubbishing the piece and, worse still, calling the disaster ‘fake news’.

That isn’t what irked me, what really bugged me was the lack of a global response. When Notre Dame burned earlier in the year, as much as $1bn was pledged to returning the cathedral to its former glory. In contrast, at the time of going to press, only $20m was pledged towards the Amazon rainforest.

While I was shocked at this disparity given the immense biodiversity, the thousands of people that still live there, and the food and medicines that come out of that rainforest, I slowly began to rationalise why international support was so limited.

In 2018, some 13m people visited Notre Dame whereas just 6.6m people visited Brazil. And, while there are no statistics about how many of those tourists then journeyed to the Amazon rainforest, I’m certain the number is significantly lower.

It’s human nature not to engage with things that don’t personally affect us or those close to us, and the stats show that far more people have a connection to Notre Dame rather than Brazil and its rainforest. If the tourist numbers I mentioned were flipped, I’ve no doubt the amount of aid pledged would also flip.

In the same vein, I reckon the fight against climate change and the move towards a sustainable world will only really gain traction if more people get personally invested. As I said last month, there’s no time for small steps, we all have to engage immediately.

Jason Saundalkar Editor, Middle East Consultant 2 SEPTEMBER 2019

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ON TOPIC

MOST POPULAR

READERS’ COMMENTS

FEATURED

CONSTRUCTION

OVER HALF OF CONSTRUCTION LEADERS EXPECT 6-10% GROWTH OVER THE NEXT YEAR

Oman’s first utility-scale wind farm starts operations

CONSTRUCTION

HH Sheikh Mohammed bin Rashid Al Maktoum ‘satisfied’ with Expo 2020 preparations

Site Visit: Nakheel’s Palm Tower

CONSTRUCTION

China’s CNTC wins contract for Reem Island’s Pixel project

CONSTRUCTION

Expo 2020 Dubai irrigation and landscaping projects costing over $75m

CONSTRUCTION

Tasmim awards Unique Contracting Habitat contract

4 SEPTEMBER 2019

Opinion: The power of effective communication in construction

The industry has changed a lot over the last decade, and now it looks like we are set for even greater change. For one reason or another, I didn’t get to participate in this KPMG survey (see Over half of construction leaders expect 6-10% growth over the next year), but look beyond the headline and it is fascinating to see how the construction industry is being ‘disrupted’ by technology. While the use of drones and 3D printing aren’t necessarily mainstream yet, it is clear that we have to be prepared (and are preparing) for major changes in the industry.

Almost eight out of every 10 of the people surveyed believed that modular fabrication is going to be widespread within the decade – and I think that’s being driven mainly by the developers in the market – but I think contractors also need to be finding ways to use modern technology to take costs out of their own operations.

Name withheld by request

ON TOPIC

ANALYSIS

Riyadh Market Review Q2 2019

JLL discusses the supply and performance of Riyadh’s residential, office and hotel sectors in Q2 2019

T

he real estate market in Riyadh softened further during the second quarter of 2019. In the office sector, rental rates continued to register declines while vacancy increased on an annual basis, amid limited corporate activity. Similarly, residential sale prices and rental rates dropped y-o-y. Strong government initiatives to boost demand are expected to reflect positively on performance levels in the long run.

Meanwhile, retail malls recorded mixed performance with average rental rates in the better quality super regional malls remaining stable, while decreases were noted in regional and community centres. Hotel occupancy rate in the year to May 2019 was 59%, while average daily

6 SEPTEMBER 2019

room rates dropped 10% y-o-y to $162 over the same period. Our long-term outlook for the hotel market remains positive due to growing developments in the entertainment sector.

Residential Supply & Performance

Q2 2019 witnessed the delivery of 7,600 residential units, increasing the total inventory of apartments and villas to 1.3m units. More than 50,000 units are expected to be delivered over the next two years (2019 and 2020). These are expected to consist of high-quality apartments and townhouses that meet the need for more modern and contemporary living solutions at affordable rates.

ON TOPIC

These efforts continue to be supported by growth in demand as a result of government initiatives to increase home ownership rates to 60% by 2020 and 70% by 2030, as stipulated in Vision 2030. Statistics from the Saudi Arabian Monetary Agency (SAMA) show an annual acceleration in real estate loans in Q2 2019 versus Q2 2018. This indicates financial institutions have been allocating an increasing share of loans to housing and real estate.

The performance of the residential market continued to soften in Q2 2019, with average rents decreasing at a slower rate than average sale prices. Rents across apartments and villas declined 1% on an annual and quarterly basis, and sale prices fell 5% y-o-y in both apartments and villas.

Looking ahead, as more supply is expected to enter the market over the next two years, rents and sale prices are likely to remain under pressure. However, the rate of decline is expected to slow as the impact of government initiatives takes effect. These are expected to increase demand for residential properties, which is expected to have a positive effect on the performance of the market in the long run.

Office Supply & Performance

The office market in Riyadh witnessed the delivery of one major project, the first phase of Riyadh Business Front, adding 33,000sqm of office GLA. Along with a few other minor additions, this brings total office stock to 4.3m sqm as of end Q2 2019. An additional 155,200sqm of office GLA is scheduled for delivery over the next six months.

The completion and delivery of the first phase of Riyadh Business Front ushers in new potential for the office market in Riyadh. The project boasts advanced and modern workspaces based on smart technologies and provides flexible working spaces to suit companies of various sizes and requirements. Construction is currently underway

“In the medium to long term, the office market is set to benefit from the expected opening of the 176.7km Riyadh Metro and a parallel bus network” on the second phase of the project, which is due to complete within the next two years.

Looking ahead, an additional 104,000sqm of office GLA is expected to be ready for handover by 2020. However, we remain cautious about the delivery of projects within their timeframe and can expect some projects to be delayed to 2021.

The performance of the office market remained weak in Q2 2019, with average grade A rents dropping 4% to $363 per sqm per annum, while average grade B rents dropped 1% to $275 per sqm per annum.

Vacancy rates remained relatively stable y-o-y at 8%, as no corporate expansions were noted.

In the face of limited demand, we expect rents to face further downward pressure should additional supply be delivered over the next six months. In the medium to long term, the office market is set to benefit from the expected opening of the 176.7km Riyadh Metro and a parallel bus network. The first section of the Metro, set to open by the end of 2019, will bring new travel options to the city’s rapidly expanding population and ease business travel as it links to the main commercial hubs. When it becomes fully operational in 2021, it will be Riyadh apartment rent and sale indices

Riyadh residential supply, million units Stock Annual supply 1.5

1.2

-1%

-5%

Rent Y-o-Y

Sales Y-o-Y

0.9

Source: Ministry of Justice, JLL

Riyadh villa rent and sale indices 0.6

0.3

2015

2016

2017

2018

2019

2020

-1%

-5%

Rent Y-o-Y

Sales Y-o-Y

2021

SEPTEMBER 2019 7

ON TOPIC

Riyadh office vacancy rates

8%

8%

Q2 2018

Q2 2019

Riyadh office supply, GLA million sqm Stock Annual supply 5.0

4.0

3.0

Riyadh average office rents, SAR/sqm 2.0

1,300

1,250

Q2 2018

Q2 2019

1.0

2015

the world’s largest public transport project and an integral component to achieving the country’s Vision 2030.

Hotel Supply & Performance

The total number of hotel keys in Riyadh increased to 14,350 by the end of Q2 2019, with the addition of Shaza Riyadh Hotel Residence (225 keys). An additional 1,500 keys are expected to enter the market over the second half of 2019. Future supply includes Narcissus Classic Tower, Hilton Riyadh King Saud University, Nobu Hotel Riyadh by Nobu Hospitality – the first property for the brand in the Middle East – the Grand Millennium and the New Airport Marriott Hotel.

Further growth in the branded serviced apartment segment is expected, with several properties due to hand over in 2019 including the Hilton Riyadh King Saud University Residence.

2016

2017

2018

2019

2020

2021

The hotel occupancy rate was 59% in the year to May 2019 versus 58% in the year to May 2018. Average daily room rates (ADRs) fell significantly to $162 over the same period, and revenue per available room (RevPar) declined to $94.

Performance is expected to remain under pressure as more supply is added to the market over the next 12-24 months. In the long run, however, government initiatives to promote the hospitality sector in the Kingdom, and in Riyadh specifically, are expected to have a positive effect on the performance of hotels.

To this extent, Qiddiya revealed the masterplan of a huge project which aims to cement it as the “Capital of Entertainment, Sports and the Arts”. This is expected to generate large opportunities for job creation and private sector participation in the economy, particularly in the hospitality sector.

“The first section of the Metro, set to open by the end of 2019, will bring new travel options to the city’s rapidly expanding population and ease business travel”

8 SEPTEMBER 2019

EXPECT MORE We have ethos born from a desire to do more, to not just build for function, but to capture aesthetics and design

Follow us on

www.asgcgroup.com

@ASGC

ON TOPIC

Commercial operations at two solar plants begin

ENEC achieves milestone at Unit 3 at nuclear plant The Emirates Nuclear Energy Corporation (ENEC) has safely and successfully energised Unit 3’s main power transformer and gas insulated bus (GIB) at the Barakah Nuclear Energy Plant. The step is said to be a key milestone in the construction of Unit 3.

In addition, Unit 3’s auxiliary power transformers and excitation transformer were energised safely and successfully in normal operating configuration, ENEC said The work was performed with the approval and support of Abu Dhabi Transmission & Despatch Company (Transco), and came approximately one year after the completion of similar work on Unit 2 and two years after the completion of the same work on Unit 1. ENEC said that this demonstrates the benefits of building four identical units at the same time.

“I am proud of the continued progress being made at Unit 3 of the Barakah Nuclear Energy Plant. We have maintained our track record of safety and efficiency with the successful energisation of the unit’s transformers, and we continue to establish Barakah as the benchmark for new nuclear construction projects,” said Engineer Mohamed Al Hammadi, CEO of ENEC. 10 SEPTEMBER 2019

Elsewedy Electric has announced that two solar photovoltaic (PV) power plants have kicked off commercial operations in Egypt. The plants are in Benban and Kom Ombo in Aswan Province, and were jointly developed

by Elsewedy Electric and Électricite de France’s EDF Renewables.

According to a statement, the power plants were developed as part of Egypt’s Round II of the Renewable Energies Feed-in-Tariff (FiT) programme for solar and wind energy projects. The initiative was launched by the government of Egypt.

The power plants are said to have a production capacity of 130MWp (65MW per plant). Elsewedy Electric notes that the estimated annual 290GWh of electricity produced will power over 140,000 households while reducing more than 120,000t of CO2 a year.

“Having those two projects reaching commercial operation successfully today extends the IPPs portfolio under Elsewedy Electric to include solar photovoltaic, in addition to our existing wind and hydro IPPs. Elsewedy Electric is one of the pioneering companies in the region with such a diversified portfolio of investment and management in renewable energies, supplemented by our proven references as main EPC contractor for the three technologies,” said Ahmed Elsewedy, president and CEO of Elsewedy Electric.

ON TOPIC

Tasmim awards Unique main construction contract

53% of construction leaders expect growth KPMG’s Global Construction Survey has revealed that the UAE construction sector remains optimistic, with over 53% of industry leaders expecting 6-10% growth next year, and confident that technology and governance are likely to play a significant role in the next five years.

According to KPMG’s global findings, the UAE is seeing technological disruption in the construction sector through 3D printing and automation.

Meanwhile, robotics, unmanned aerial vehicles and intelligent tools and equipment will continue to automate less complex and high-risk site tasks.

However, industry professionals remain divided over whether companies in the UAE are delivering projects on time and within budget, with time (44%) and cost (44%) overruns ranking as the top hurdles facing capital construction projects. The survey reveals that these concerns are being addressed as the industry adopts methodologies to link governance to project outcomes. UAE industry leaders have also recognised that wellrun projects with good management practices and appropriate controls are more likely to achieve broad measures of success in the future.

Sidharth Mehta, partner, head of Building, Construction & Real Estate, KPMG Lower Gulf, said: “The construction sector is the lifeblood of the UAE economy and it is very encouraging to see that the industry is expecting single- to double-digit growth this year. As the pace of disruption accelerates, leaders will have to consider implementing a three-pronged approach to rationalise governance and controls, optimise human performance and innovate with technology, to become more future-ready.”

Real estate developer Tasmim has appointed Unique Contracting as the main contractor for the mixed-use Habitat project. Construction works are said to have already commenced, with the project slated for completion by December 2021.

Habitat is billed as a commercial vantage point and premium destination to live, work and shop. It is being developed as a JV between the Shanfari Group of Companies and architecture firm Mandressi GmbH. “The appointment of the contractor and soon-to-commence substructure works means that we are several key steps closer to creating great moments for everyone, every day, in the Al Khuwair community. Nothing at Tasmim is ordinary, and we are hence constantly pushing for what can be achieved for Habitat and the magnificent community that resides in the vicinity. Our teams have embraced the challenge and our integrated model, involving our design and engineering business, makes us the ideal developer for the scale and complexity of this massive project with a demanding design,” said Alessandro Daverio, CEO of Tasmim.

SEPTEMBER 2019 11

ON TOPIC

CBRE appointed to manage AXA Building in Bahrain Bay The soon-to-be-completed AXA Building in the Bahrain Bay development will be managed

by CBRE. The firm has been appointed as the leasing consultant and property manager of the seven-storey commercial building.

According to a statement, the building will be partially occupied by AXA Gulf. The structure will offer purpose-designed office accommodation for the insurance firm’s employees, while a customer service centre will take shape on the ground floor.

“The AXA Building is an impressive commercial property in a prominent position in Bahrain Bay, which is growing in popularity as a destination for office occupiers. It offers an easily accessible and strategically advantageous location for firms looking to establish or expand their operations in Bahrain. CBRE is delighted to have been appointed to manage and lease the AXA Building, and we look forward to working closely with AXA Gulf as owner-occupiers of the property,” said Richard Botham, CBRE senior director and general manager.

The CBRE says it will market the remaining office and retail space for lease, with approximately 3,200sqm spread across 11 units.

12 SEPTEMBER 2019

DEWA awards Hatta hydroelectricity contract A $391m contract has been awarded to a consortium comprising Strabag Dubai, Strabag AG, Andritz Hydro and Ozkar by the Dubai Electricity and Water Authority (DEWA). The contract outlines the construction of a pumped-storage hydroelectric power station in Hatta.

The 250MW project is expected to operate for up to 80 years and is to be commissioned by February 2024. EDF has been appointed as the consultant for the project, which is billed as a first for the region.

When operations begin, the project will diversify the energy mix and support the economic, social and environmental development of Hatta, a statement from DEWA said. “We are committed to supporting sustainable development, conserving natural resources and achieving economic, social and environmental development, in line with the aspirations of good leadership,” said Saeed Mohammed Al Tayer, MD & CEO of DEWA. DEWA notes that the project will provide leading and innovative job opportunities for UAE nationals to support the Hatta Comprehensive Development Plan. The statement says that the project supports the sustainable development of Hatta.

“Our use of hydroelectricity is part of our drive to achieve the objectives of the Dubai Clean Energy Strategy 2050, to transform the emirate into a global hub for clean energy and green economy, and to increase the share of clean energy mix in Dubai to 75% by 2050. Hydroelectricity is the generation of power by harnessing energy from moving water, which is one of the main sources of renewable clean energy in the world,” added Al Tayer.

ON TOPIC

Aurecon appoints new Indonesia country director Varman Ramachandran has been appointed as Aurecon’s new country director for Indonesia, and as client director – Energy, Resources and Manufacturing for Asia. The firm says the appointment comes at a time when the firm is investing in strengthening its business around sustainability, digital transformation and infrastructure in the region.

As part of his role, he will be tasked with exploring ways Aurecon can help Indonesia transition to a more sustainable future. He will also help create strategies for the future of energy, resources and manufacturing in Asia, through designing technology and innovative solutions to meet future demands and challenges, the firm said in its statement.

“I look forward to supporting Aurecon’s growth opportunities in Asia and working closely with clients to address key challenges in creating smart, digital and sustainable solutions for the future,” said Ramachandran.

PARTITIONS

NO LIMITS WITH THESE WALLS

Saudi Electricity Company HQ, Riyadh, Saudi Arabia Photo: © Ales Photography

Installing Lindner Partition Systems will effectively define your space – and at the same time extend your range of options. Because whatever the future brings, our partitions are prepared to make new room for your ideas.

Middleeast@Lindner-Group.com www.Lindner-Group.com

SEPTEMBER 2019 13

ON TOPIC

COMPETITION

The Reem Dayoub Initiative One university student will have the opportunity to gain realworld experience through an internship with LACASA

I

n 2008, Reem Dayoub joined Hydro, LACASA’s sister firm, following which she moved to LACASA in 2012 as assistant MEP manager. She was promoted to MEP director in 2016, a role that she held until August 2018, when she sadly passed away.

Her work includes iconic projects such as the Prive Serviced Apartments Business Bay, Paramount Hotel, the Trump Estates and many others. She also directly and indirectly served as a mentor to many young women who worked with her during her 15year career in the male-dominated construction sector in the region.

In her honour, LACASA has launched an education and mentorship initiative to celebrate her life.

Competition Mechanics

The competition is open to graduate-level engineering students in their final year of university and will run for a period of three months (June through August). LACASA, in collaboration with Middle East Consultant, is looking for the best and brightest students in the UAE. Winning the competition will require innovative thinking and outof-the-box solutions!

Once the time limit of the competition has lapsed, the student who has showcased the most exciting and innovative solutions to the challenges listed below will be invited to join LACASA as an intern. The student will be mentored through the internship programme, which is designed to give the student real-world work experience and will help shape their future as a construction professional.

Students can address questions and their solutions to Middle East Consultant Editor Jason Saundalkar at jason.s@cpitrademedia.com.

The Challenge

The project consists of 12 buildings (as shown in the master plan) located on a common basement and ground floor, with one mosque on the ground level. The project will be cooled via a district cooling plant.

14 SEPTEMBER 2019

Students must select two of the three challenges listed below and email their solutions to jason.s@cpitrademedia.com.

1. The student needs to study and present the best and most efficient design for the chilled water pumping stations strategy, with the required comparison from initial cost, maintenance cost, operation and low DT control to have central pumping stations or to have one for each building.

2. As per the AC load summary shown here, the calculated load for the project is 3,737 TR, while the allocated load from the district provider is 2,500 TR. The student needs to present ideas on how to reduce the total cooling load to match the allocated load.

3. As per the AC calculation shown here, the output for the mosque where it is showing the resulted RH is 63%. The student needs to present the following: • The best action plan to control the humidity and bring the mosque’s internal condition within the comfort zone • The best action plan to control the AC system during the partial load LATEST TOTAL TONNAGE Buildings

CHW (L/s)

CHW (GPM)

Total Tonnage

Basement

13.51

214.13

89.22

1

69

1093.65

455.69

2

75.59

1198.10

499.21

3

59.47

942.60

392.75

4

42.25

669.66

279.03

5

30.75

487.39

203.08

6

29.52

467.89

194.96

7

25.84

409.56

170.65

8

57.41

909.95

379.15

9

57

903.45

376.44

10

33.73

534.62

222.76

11

44.64

707.54

294.81

Nursery

7.12

112.85

47.02

Mosque

20.14

319.22

133.01

Total

565.97

8970.62

3737.76

ON TOPIC MASTER PLAN

AIR SYSTEM SIZING SUMMARY FOR AHU Air System Information

Coil ADP

13.5 �C

Air System Name

AHU

Bypass factor

0.100

Equipment Class

CW AHU

Resulting RH

63%

Air System Type

SZCAV

Design supply temp.

14.4 �C

Number of Zones

1

Zone T-stat check

1 of 1 OK

Floor Area

1096.0 m2

Max zone temp. deviation

0.0 �K

Location

Dubai, UAE Central Heating Coil Sizing Data

Sizing Calculation Information

Max coil load

41.2 kW

Zone L/s

Sum of space airflow rates

Coil L/s at Des Htg

22077 L/s

Space L/s

Individual peak space loads

Max coil L/s

22077 L/s

Calculation Months

Jan to Dec

Water flow @ 11.1 �K drop

0.89 L/s

Sizing Data

Calculated

Load occurs at

Des Htg

W/m2

37.6

Ent. DB / Lvg DB

19.9 / 21.4 �C

Central Cooling Coil Sizing Data Total coil load

526.7 kW

Sensible coil load

331.0 kW

Supply Fan Sizing Data

Coil L/s at Jul 1600

22077 L/s

Actual max L/s

22077 L/s

Max block L/s

22077 L/s

Standard L/s

22065 L/s

Sum of peak zone L/s

22077 L/s

Actual max L/(s-m2)

20.14 L/(s-m2)

Sensible heat ratio

0.629

Fan motor BHP

0.00 BHP

m2/kW

2.1

Fan motor kW

0.00 kW

W/m2

480.6

Fan static

0 Pa

Water flow @ 5.6 �K rise

22.69 L/s

Load occurs at

Jul 1600

Outdoor Ventilation Air Data

OA DB / WB

45.7 / 29.4 �C

Design airflow L/s

3020 L/s

Entering DB / WB

27.3 / 21.0 �C

L/(s-m2)

2.76 L/(s-m2)

Leaving DB / WB

14.9 / 14.3 �C

L/s/person

2.11 L/s/person

SEPTEMBER 2019 15

ADVERTORIAL

Reinventing Experiences Electrolux celebrates a century of reinventing experiences in the home, and its 100th project award in the UAE within three years

A

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100 Years of Better Living

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He envisioned a future where Electrolux fosters better living in homes all over the world, and fortunately his spirit of innovation persevered.

This year, Electrolux is celebrating a century of reinventing experiences in the home to make them more effortless, empowering and enriching. Whether it’s an advanced induction hob that enables perfect cooking or a sophisticated washing machine for reduced wrinkling, Electrolux solutions are designed with the consumer in mind every step of the way.

As the shift towards sustainable practices in the industry emerges, Electrolux continues 16 SEPTEMBER 2019

to position itself as a frontrunner in appliance sustainability, recognised for 12 consecutive years by the DOW Jones Sustainability Index.

Electrolux engages in the United for Efficiency (U4E) partnership, led by the United Nations Environment Programme, to promote the use of efficient appliances in emerging markets through energy labelling, incentive programmes and endof life treatment of redundant appliances.

50 Years of Creating Outstanding Experiences in the Project Business

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From entry-level appliances with cuttingedge technology to grande cuisine products designed for professional use, Electrolux provides an offering to fit any budget through its variety of brands – Electrolux, AEG and Zanussi.

Lorenzo Milani, GM, Electrolux Major Appliance, MEA, states, ‘’We know that supplying and working with new developments in contracts and construction requires more than great products and a strong brand. Our in-depth knowledge and long experience in the project business mean that we have a genuine understanding of the market, enabling us to provide only the best, helping our clients to deliver the best to their consumers.”

The Electrolux group has successfully delivered and installed products for several renowned projects. The elegant Armani Hotel residences and The Address Fountain View apartments were fitted out with kitchen appliances from iconic premium German brand AEG. WOW Hotel and Apartments and the Dreamz villa community were equipped with sophisticated Swedish Electrolux brand products. In addition, Italian Zanussi brand appliances were installed in The Address Hotel Downtown and City Walk luxury residences.

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E L E C T R O L U X A R A B I A . C O M

IN PRACTICE

“We consider every element of the workplace.

We look under every stone and question everything we do, it’s something that we have continued to do as our organisation has grown” 18 SEPTEMBER 2019

IN PRACTICE

INTERVIEW

A Voice for Change Jason Saundalkar talks to Caroline Parsons about the steps WSP is taking to be a great place to work, drive diversity and inclusion and provoke positive change in the broader industry by actively engaging with its clients ver the last couple of years, conversations around diversity and inclusion (D&I) have taken centre stage within construction firms and at industry events. This has led to several positive changes, so although the industry is currently still male-dominated, the scales should eventually level.

What’s important to note here is that certain firms have fully embraced the movement towards D&I, and are seeing it as an opportunity to nurture a complete shift of company culture.

“Over the last five years we’ve committed to be a great place to work, and that means we consider every element of the workplace. We look under every stone and question everything we do, it’s something that we have continued to do as our organisation has grown. The change that comes with organic growth alongside mergers and acquisitions provides a further opportunity to consistently review why we do what we do,” says Caroline Parsons, regional director – Abu Dhabi at WSP. “We don’t just follow the minimum standards set by regulation, we consider what else we should do, which is a more exciting challenge than just simply following regulations or policy.”

Parsons notes that WSP is striving to build a high-trust working environment and has challenged itself to achieve that goal. “If you trust your employees and you want to demonstrate trust, you don’t put so much emphasis on policy and procedures, you look at culture, behaviour, competency, performance, drive and engagement levels. This is what we focused on and held ourselves accountable to the results we witnessed.”

She adds, “We have no private offices and aim to create an environment that is open and transparent. These may not seem important but everything matters and the ambition to be a great workplace requires that we keep challenging ourselves and responding to the diverse workforce we have.”

“We’re always thinking about what makes an organisation the best place to work for all. You can’t rely on a one-size-fits-all approach, and increasingly we look to consider all of our people.”

A Diverse Role

Parsons has been with the company for several years and has held several positions across the region. Her current responsibilities are broad and see her engaging with clients, as well as with people within her organisation in the region and beyond around key topics and issues including D&I. “I have multiple roles, I’m the regional director for Abu Dhabi, so my responsibility is to make sure Abu Dhabi is successful with our clients, with our people and in that marketplace. I’m also the director for Shared Services and particularly HR, which means looking at all elements of the services we provide to employees, and that we focus on the right things and ensure our investments are working towards improving our workplaces. Ultimately my role is quite diverse as a leadership team member.”

She adds, “At WSP, everything comes back to clients and people, so it’s all about how we work with clients, how we influence the client relationship and how we offer the best client service and experience for our people.”

Discussing her role and background, it’s obvious Parsons is passionate about people and driving positive change within the company and the broader industry. “My background is in HR, but I’ve moved to a wider role in recent years. One of the differences I saw when I moved to general business leadership was that the ability to influence the whole spectrum of the workplace was much greater – the client experience, the employee experience and how we do things from a holistic viewpoint.”

Parsons is also involved with WSP at the global level. Asked how WSP organisations in the region compare with those in more mature markets, she comments, “It’s obvious that conversations about equality and equal rights, gender balance and D&I have been going on for a much longer.

These more mature markets have a different representation of women in general and in leadership management positions. One of the benefits of being part of a global organisation is we get to learn from their experience.”

She reckons that WSP’s Middle East offices have an opportunity to catch up with their counterparts. “The most exciting thing is that in the absence of regulation telling organisations what they must do, we can do what we do because we choose to. That self-driven commitment gives a different energy and positive drive to the way we do things.”

SEPTEMBER 2019 19

IN PRACTICE

01

“I really believe that if employees feel that this is a great place to work, then the experience that our clients get will improve” “We have a lot of people working really hard on our workplace experience and ensuring that it is what we designed it to be: working on the safety, wellness and welfare of our people, and focusing on the employee experience; creating a great organisation that can work with clients in the best possible way. I really believe that if employees feel that this is a great place to work, then the experience that our clients get will improve.”

Equalising Staff Benefits

Elaborating on the focus on diversity and inclusion, Parsons notes that maternity policy is a key area of focus. “WSP in the Middle East operates in multiple countries that all have their own regulations, so we talked about

20 SEPTEMBER 2019

fairness as a fundamental of trust in workplace. And if you are treating everyone fairly, then why would someone only benefit from a policy because they happen to be in one country versus another? We went on an immediate drive to equalise maternity benefits across the region and took the highest level of maternity cover in the region as the baseline.”

“We consciously encourage people to balance work, life and leisure, and we offer home working options wherever it is possible. We don’t just say work from home, we ask our people – what do you need to enable you to work from home? How do you set up your home office to be safe, healthy and enable you to do what you do need to do?”

Parsons is keen to point out that WSP’s maternity leave benefits are better than those of most regional legislations. She notes that the firm is now pursuing international standards, but that length of leave isn’t the only issue it is focusing on. “Aside from just the length of leave, we offer a flexible approach to maternity and paternity leave, to allow our people to use the time off in more flexible and useful ways. We are also looking at what we call our family benefits package, and how we think not just about mothers, but also fathers too and what support we can offer all our people in pre-, during and post-maternity phases.”

She elaborates, “We look at everything – the workplace environment, return to work phasing, how managers understand maternity, how to approach maternity, maternity risk assessments, etc. Not everybody wants to 02 have the same approach, not everybody wants to be told how to deal with their own personal situation, so what we do is set out with the minimum standard, and we ask the employee what they want to do. People can work from home or work from the nearest office to them, especially in the early months after they return to work, so they don’t have to spend a lot of time commuting or travelling.”

“A lot of our people work from home or work part-time, and because we recognise the importance of the workplace and employee experience, we are very flexible, more so than you can imagine. It’s about creating an environment where an employee can come

IN PRACTICE

to us and say, ‘I have this situation and I need some flexibility’. We are also looking at how to ensure managers know how to manage this conversation and support agile working patterns, as this can often be a major barrier to success in flexible working.”

Discussing the internal impact of these initiatives, Parsons proudly states, “If you look at our Great Place to Work scores, one of the highest scores we have is in relation to our flexible working options, flexible workplaces and flexible work hours, which helps us to recognise that we need to do more with our clients as well. Again, those are conversations that we’re going to have. We don’t want a lack of flexibility on projects to be a limiting factor to retaining the best possible people in the industry.”

She continues, “We have a good retention rate of women with children; more than 80% of women come back to work with WSP after they have children. They usually come back on a flexible basis, with a very flexible or gradual return to work if that’s what they need. We tend to be very tailored in this approach, and I would say that is one of our solutions that contribute to being a better workplace for women.”

“The feedback we received from returning mothers highlighted that the problem they most encountered is they simply didn’t know who to ask, or they didn’t know what was available to them. In response, we’ve promoted stories from women who have returned to work and shared their experience of the flexibility that we offer. We’re letting people know that it’s a conversation we are very open to have, which is the first step actually – if people feel confident 03 and trust that they can raise the things that they are worried about, we can usually respond to them with positive solutions.”

“We’ve added a very clear statement into our prospects and tenders that we will be pursuing a workplace that is inclusive” She adds, “We decided to tell everyone what’s happening, even if it’s not great, because we want everybody to see that this is something that needs to be looked at. We are just about to publish our second report, and this shows, among other data points, the improvements in women holding management and leadership positions and the shift we have seen in gender balance at graduate entry also.”

“We openly talk about our data and about what’s happening and what’s not happening. There is no doubt we have moved forward and that we have clear plans for the areas we must still work on. There are a lot of things we do, and the biggest and the most impactful thing we have done is bring it to the front of the conversation and to not be afraid to talk about diversity and inclusion in all of our workplaces.”

Tracking Success and Accountability

Parsons firmly believes that accountability is a key part of the puzzle with regard to becoming a great place to work, as well as attracting and retaining the best talent. Discussing the steps WSP has taken, she states, “Last year we decided for the first time in the Middle East to publish our gender statistics, as we decided that it was a conversation that we wanted to have openly. We realised that this conversation couldn’t just be had around our leadership table, and we all need to take a step towards being more open about where we are and the challenges we are working to overcome.”

“As a result, we published a gender balance report and it told everybody what our statistics were. We published it internally and externally and we said this is where we are, but it’s not where we want to be, and we are committed to more targeted efforts in improving.”

SEPTEMBER 2019 21

01 IN PRACTICE

WSP’s Abu Dhabi team enjoying the annual family day.

02 A breast cancer awareness morning was held in Abu Dhabi.

Highlighting an example of changes within the firm, she says: “We have directly set out guidance and taken action to remove some of the traditional language that is not inclusive, for example ‘manning schedule’, ‘man-hours’ and terms like ‘subordinates’. Language matters and we recognise that we need to consider this when it comes to how we talk about our people and the work we do.”

“Another recent activity we took to check on our progress was to complete the Women’s Empowerment Principle Selfassessment. We did that first in the Middle East region, and then we invited our global teams to 04 complete the assessment. This was great because we can see where we are in terms of the Middle East and in terms of WSP on a global level.

When you think about our permanent workplaces, we can control our environment very well, we can make sure that we have covered facilities and inclusion and promoted a culture we want to have, but most of our people are not in the permanent WSP offices, they are out in client offices and that environment is not always in our control.”

“We started to work on how we can influence that, using the story of how we have influenced positive change in other areas, such as health and safety over the past decade. So, we asked how we can replicate that level of change in the area of D&I, and how can we positively influence inclusivity in workplaces that belong to someone else but house WSP employees?”

“Every month in our leadership team, we look at the percentage of women that join us, leave us and the progression of women in our organisation, and these are things we didn’t do five years ago but we do today” 22 SEPTEMBER 2019

03 WSP team at the Qatar Great Place to Work Awards 2019, celebrating a first place win.

04 Caroline Parsons is regional director – Abu Dhabi at WSP.

Asked to go into detail on how WSP deals with external workplaces, Parsons states, “We’ve added a very clear statement into our prospects and tenders that we will be pursuing a workplace that is diverse and inclusive, and that we will require facilities that are suited to a diverse workforce. We also make the point that we will use flexible working and support flexible job arrangements like job sharing, for example, if we need to. We’re actively pushing the industry from the very moment that we first engage with a client, making it clear that the industry can expect us to talk about this. I think this is something new, I don’t think other firms are being as direct about it as we are.”

Asked about market reaction to this move and how WSP ensures its expectations are met, Parsons answers, “We do our own site inspections, and since it’s still in the early stages I can’t say that we have tested this to the extremes yet, but with the type of premier clients that we work with, we expect only a positive response. I think in the UAE this is also well aligned to the gender balance standards, which is a great move forward for the UAE.” “It takes somebody to change things, it takes somebody to call things out, and it takes somebody to highlight something that maybe isn’t being seen. WSP wants to be that organisation for the benefit of the whole industry. We want to be the ones that have a client read a proposal from us, or have a conversation with us, where we are asking the questions that others might not be asking. We are prepared to pursue this because we believe it will have a positive impact and create more diverse workplaces.”

Coming back to WSP, she explains, “Our 2019 Gender Balance Report highlights the progress we’ve made and the things we still have to do. Every month in our leadership team, we look at the percentage of women that join us, leave us and the progression of women in our organisation, and these are things we didn’t do five years ago but we do today.”

She concludes, “There’s a refreshing lack of physical and mental barriers, so having conversations about D&I can happen every day. I think that’s what keeps me the busiest, this constant drive to not follow anybody but to find the right way for WSP.”

www.armstrong.ae

IN PRACTICE

“In some projects, you have a lead consultant with subconsultants directly contracted under them. On this project, all of the consultants are directly contracted to the client, which makes coordination a lot more challenging.

As such, we have to collaborate more�

24 SEPTEMBER 2019

IN PRACTICE

CASE STUDY

The Place to Be

Middle East Consultant visits ICD Brookfield Place with AECOM, the project manager tasked with overseeing the construction of one of the most eye-catching towers in the DIFC area arly in 2016, at the press event announcing the launch of ICD Brookfield Place, one of the key messages hammered home about the project, which was being developed by ICD Brookfield, was that it would be a truly inspirational piece of architecture and design.

Fast-forward to April 2019 and those words ring true, with the 53-storey tower rapidly approaching its full form on Al Sa’ada Street in the DIFC area. Designed by architect Foster + Partners, the glass office tower takes on the form of a sharp prismatic structure, with the façade appearance transforming in synchronisation with the position of the sun over the course of the day.

With the building core now topped out, Middle East Consultant visits the site with AECOM, the project manager, to learn about the progress being made and the processes put into place to ensure the smooth delivery of the project.

“Tenant fit-out commencement is going to be in Q2 2019, while phased completion is going to be Q4 2019,” says Alan Anderson, project director for AECOM on ICD Brookfield Place, speaking at AECOM’s site offices opposite the construction site. “The tower core has been topped out. In a few months, we’ll be finishing the steel frame at the top of the tower. That will allow us to remove TC1 crane and complete the external façade.”

SEPTEMBER 2019 25

IN PRACTICE

01 The project is a JV between ICD and Brookfield Properties Partners.

02 AECOM is providing project and cost management services on the project.

03 The project will offer 91,974sqm of office space and 13,006sqm of retail space once complete.

As the name implies, the project client is a joint venture between the Investment Corporation of Dubai and Brookfield Properties.

Furthermore, the contractor is also a joint venture, this time between Multiplex and SsangYong. In addition, the lead consultant and architect of record is BSBG, Robert Bird Group is the structural engineer, and AESG is the LEED consultant. AECOM’s MEP subdivision is the MEP designer on the project as well.

Given the number of companies involved and the complexity of the project, AECOM has been tasked with overseeing a collaborative management approach with all key stakeholders to ensure effective 02 communication, timely turnaround of information and decisions, resolution of key issues and risks, and coordination between consultants, client and contractors.

“AECOM’s role is project management and cost management,” says Anderson. “We have two construction managers to push the works on-site and to also check on manufacturing – they go on factory visits to check on the production of various components and to make sure they’re being manufactured on time, in line with programme requirements. We have a total of 14 people here – that consists of nine on the project management side and five on the cost management side.”

As part of its role as PM, the AECOM team is tasked with 26 SEPTEMBER 2019

senior management meetings between the client, contractor and consultants, holding Smartboard design workshops, Webex and conference calls with 01 the team, which is split between two geographies, he explains.

“We have fortnightly progress meetings with the full project team and weekly planning meetings with the contractor and the client, whereby we scrutinise procurement, manufacturing, productivity, look-ahead programmes and monitor the progress of key milestones for the forthcoming months. Regular LEED/commissioning and MEP procurement meetings are also held, as well as ad hoc meetings as and when required, to ensure we are communicating as a team.

“In addition, Foster + Partners’ key decision-makers are based in London, as is the design director from Brookfield, so we have weekly

IN PRACTICE

Smartboard meetings, which allows us to share the screen and comment on drawings or designs either from Dubai or London.

“We’re on target for achieving a LEED Gold rating. We also have a number of other consultants directly contracted to the client. In some projects, you have a lead consultant with subconsultants directly contracted under them. On this project, however, all of the consultants are directly contracted to the client, which makes coordination a lot more challenging. As such, we have to collaborate more,” Anderson asserts.

As part of this collaborative process, he confirms that BIM is being 03 used on the project, with the contractor producing a fully coordinated model. Once the project is completed, the model will be handed over to the client for operation and maintenance purposes.

When it comes to operations on-site, the challenges become much more pronounced, Anderson explains, pointing out that the main service road for the project site is very narrow and right behind the hoarding separating the site from the main road.

“That has been the main access and egress point for deliveries of materials and it’s very constrained. It has been a huge challenge and the contractor has had to manage it very closely, to make sure that they’re timing deliveries and carefully plan the logistics.

“At the initial outset of the project, there wasn’t enough space for laydown of materials. That was an initial challenge for them to deal with, but as the building came up out of the ground, they’ve started to use the basements to store materials.”

“The site is also very congested. You’ve got Al Fattan Currency House on one side, Gate Avenue and the Ritz-Carlton at the back, so it’s something that needs to be managed very closely, in collaboration with DIFC. They’ve got construction guidelines that we’ve got to work within as well, for safety and logistics as an example. Another key challenge has been managing and monitoring the construction noise levels around the neighbouring buildings. We make sure that we work to Dubai Municipality regulations as far as noise is concerned,” he adds.

One of the biggest challenges the project team encountered on the project was right at the beginning, with logistics, removal of soil and safety associated with the deep basement excavation.

“This project has one of the deepest basements in Dubai, so that threw up a lot of challenges. There was also a previous abandoned development here, whereby we had the previous existing piles and an existing D-wall.

Some of those piles were reused on the new pile raft foundation,” Anderson explains, adding that this was achieved through engineering and testing to incorporate the existing piles into the new piled raft design and construction.

Another challenge is the steel structure, not very common in high-rise buildings in the region. The superstructure of ICD Brookfield Place has a central concrete core and a structural steel frame, he outlines, adding that the stability of the system includes a plant zone outrigger acting collaboratively with the external steel A frame and core.

The relative stiffness of this system was tuned such that the single steel node of the A frame was within 70 tonnes, Anderson explains. This

“Tenant fit-out commencement is going to be in Q2 2019, while phased completion is going to be Q4 2019. The tower core has been topped out.

In a few months, we’ll be finishing the steel frame at the top of the tower” SEPTEMBER 2019 27

IN PRACTICE

04 The 283m-tall tower boasts a facade comprising approximately 8,000 panels.

load was chosen to match the capacity of the world’s largest luffing crane and to avoid the time-consuming complication of standjacking a heavier node.

“If you look at the top of the tower, the steel structure is very complex.

You’ve also got an outer façade and an inner façade.

This has presented very big challenges in the sequence of construction works. We’ve also got a plant space on Level 54, so that means that there are multiple tradesmen working in quite a confined space, obviously at a very high level of the building.”

“This has presented quite a lot of challenges in terms of logistics, safety and also for the manufacturing of the building’s façade. To overcome this particular challenge, the contractor manufactured large modular frames around 14m x 6m in size, which were lifted by the crane and bolted into place. This reduces the lifting time and helps with the progress of the construction works.”

“We have fortnightly progress meetings with the project team and weekly planning meetings with the contractor and the client, whereby we scrutinise procurement, manufacturing, productivity and monitor the progress of key milestones” 28 SEPTEMBER 2019

There are an estimated 8,000 panels used in the façade, with the largest glass panel being circa 3m x 8m, while the structural steel weighs in at around 24,000 tonnes, he adds.

“There are two main facade systems – there’s the unitised system, whereby a complete unit is premanufactured and brought to site and then dropped in by crane and fixed to the structure. The other type is the stick system, whereby the frame, mullions and transoms are installed onsite, and then the glass is brought in and fixed to the frame.”

Finally, as Anderson brings the tour of the site to a close, he focuses on the 04 HSE aspects of the project.

Although AECOM has more of an auditing and supporting role, as per its policy and safety values it has a dedicated safety officer on the project one day a week, so that he/she can attend safety walks, manage the closure of Lifeguard observations, attend weekly safety meetings, review or audit safety documentation, investigate incidents and support the PM/project team to drive safety as the number one priority.

“We have worked closely with the lead consultant (BSBG) and the main contractor for the management of all aspects of HSE. Recently, the project team celebrated a key safety milestone in achieving 15m worked hours without a loss time incident, which is a great achievement by the team given the complexity and logistical constraints of the project and having an average of 3,000 labourers on-site,” he says.

The AECOM Lifeguard system is implemented on-site by the consultant/contractor. Observations are uploaded via a mobile app or online and issued to the contractor, who responds with action taken to close out the observation. The AECOM safety officer reviews and closes on acceptance of the appropriate close-out action.

“Monthly Senior Safety Management meetings are held with key senior personnel from the client, BSBG, AECOM and the contractor, so as to focus on upcoming safety concerns and initiatives on the project,” Anderson concludes.

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OPINION

01 Simon Longley is a partner at HKA.

Resolving Disputes Amicably and Inexpensively HKA’s Simon Longley outlines his thoughts on resolving disputes via the path of least resistance

01

I

t is probably a truism to say that disputes on construction projects will always arise.

Be it major or minor, any dispute can seriously impact project progress, party relations and commercial outcomes. Dispute resolution mechanisms such as contract adjudication, arbitration and litigation can often be protracted, time-distant from the event, disruptive to business management and expensive affairs. They also frequently leave parties dissatisfied with the decided outcome.

So why do parties blindly accept that this is the best way to resolve disputes? Wouldn’t it be better if parties could themselves resolve disputes without the need for recourse to formal and expensive dispute resolution 30 SEPTEMBER 2019

mechanisms? Well, here’s how they can do precisely this.

Contracts are written in black and white and set out in great detail party rights, obligations and liabilities. They also set out detailed procedural and substantive requirements for numerous types of issues and matters. They seek to address both what is expected to happen and what could happen.

Standard forms of contract are widely used but are usually heavily amended. Add into that mix the other usual documents that form a typical contract, such as employer requirements, specifications, drawings, pricing documents and the like, and it is easy to see how ambiguity, uncertainty, errors and omissions probably exist from the outset, creating the breeding ground for potential future disputes.

As contracts progress on-site, this breeding ground becomes even more fertile as delays, changes to work scope, unforeseen conditions and other issues arise. Add into that the human element – personal agendas, personality clashes, external influence on decision-making, inexperience, lack of expertise, etc – as well as external factors such as the economic and political climates, then all the ingredients necessary to grow and mature disputes are there. Once a dispute has arisen, parties can take entrenched and immovable positions, seemingly regardless of the underlying merits of the dispute. It is

not until a formal dispute resolution process has concluded that the merits of the case are exposed and reality sinks in.

So, rather than proceed to a formal dispute resolution process, why don’t parties instead obtain an independent third-party non-binding review and evaluation of the issues? The essence of this approach is that parties jointly appoint and equally pay for an independent third party to undertake an expert and detailed evaluation of the issues in dispute, and then set out findings and recommendations in a detailed report.

As they are non-binding, parties are under no obligation to apply or adopt any finding or recommendation; this preserves the right of parties to pursue formal dispute proceedings should they so wish. But in reality, at least in HKA’s experience, formal dispute proceedings do not follow. This is because a comprehensive third-party evaluation of the issues provides parties with a robust assessment of their respective strengths of case as well as potential settlement outcomes.

A typical third-party evaluation covers a dispute relating to extension of time and prolongation costs. The independent review in that case encompasses the undertaking of a detailed analysis of the issues in dispute against the contract, the facts, and the submissions, arguments and evidence of the parties.

Associated with evaluating the principle of

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entitlement, each review will include the independent evaluation of extension of time and quantum submissions through the application of appropriate delay analysis and quantum analysis methodologies.

Such investigations and analyses not only establish the strengths and weaknesses of parties’ cases through the identification of compliance or not with the contract, they also identify any gaps, deficiencies, lack of particularisation or drawbacks in party positions. They also provide parties with an independent evaluation with regard to both the principle of entitlement and the quantum of entitlement.

But perhaps the more significant, and usually influential, benefit of an independent third-party evaluation, one that cannot be obtained through formal dispute resolution processes, is the opportunity for parties

to explore potential ‘what if’ or ‘but for’ commercial settlement options, provided in the form of independent evaluations of potential range values and assessments against specific criteria. Being non-binding and without prejudice to any subsequent formal dispute proceedings, independent third-party evaluations of ‘contractual’ and ‘commercial’ options give disputing parties the real opportunity and power to resolve disputes amicably, inexpensively and quickly.

The keys for success are easy to identify: a willingness and commitment by parties to engage in a joint process and the appointment of an independent third-party company that carries the range of expertise needed to consider contractual, technical, programme and quantum issues.

HKA has provided independent thirdparty evaluations on several high-profile

disputes across the Middle East. In each case, HKA engaged both parties in the process by way of protocols and procedures that ensured access to information and documentation and equal opportunity to present their cases, yet at the same time maintaining HKA’s independence and impartiality throughout.

The issue of detailed reports provided parties with clear, reasoned and supported positions on the issues, in each case leading to parties amicably resolving their disputes, which together amounted to several hundreds of millions of dollars. The amount of time, resource and expense saved by the parties in these engagements by avoiding having to resort to formal dispute resolution proceedings was substantial and significant, proving the point that construction disputes can be resolved amicably and inexpensively by parties, but only if they are minded to do so.

“As contracts progress on-site, this breeding ground becomes even more fertile as delays, changes to work scope, unforeseen conditions and other issues arise”

SEPTEMBER 2019 31

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SHOW PREVIEW

Cityscape Global 2019

Cityscape Conference shines spotlight on real estate and development transformation

P

ropTech – the technology transforming the real estate and development ecosystem – is being prioritised by the Cityscape Global exhibition and content platforms, with exhibitors saying the disruptive element is already impacting construction practices as the industry moves towards delivering intelligent buildings.

The Cityscape Global exhibition runs at the Dubai World Trade Centre from September 25-27 while the Cityscape Global Conference runs on September 24 at the InterContinental Dubai Festival City, and will reflect PropTech’s high sector profile with its theme: ‘Adapting to Change: Charting a Course in an Era of Transformation’.

“PropTech is a key transformational element impacting literally all aspects of the industry from design and planning to construction and even marketing. The impact is also cross-sectional, taking in commercial, governmental, hospitality and residential real estate as the industry leverages digitisation, 3D printing and artificial intelligence to deliver intelligent buildings and smart cities which are arising worldwide including the Middle East,” explains Chris Speller, Cityscape group director, Informa Markets, which organises Cityscape Global.

The Cityscape Global Conference is set to take on a futuristic stance, with experts in design and build innovation and the acceleration 32 SEPTEMBER 2019

of the smart city revolution taking to the stage. The PropTech focus will expand beyond the conference floor.

A slew of Cityscape Global exhibitors are weighing into the show, armed with an arsenal of PropTech expertise and expectations.

Project consultant Drees & Sommer Middle East, which now begins every project with a digital strategy, says the Middle East construction sector is witnessing stronger growth this year as greater opportunities for digitisation and revitalisation emerge. The company is planning a fully digital presence at Cityscape Global, where it will showcase its Blue City model of integrated, sustainable urban solutions for tomorrow’s cities, with interactive screens and informative videos.

“We believe that the future belongs to intelligent buildings.

Streamlining the digital transformation of workplaces and construction practices in the Middle East will hold innumerable benefits for the sector,” says the managing director of Drees & Sommer Middle East Stephan Degenhart.

Global architectural and engineering practice P&T Architects and Engineers will be out to engage the industry with the latest design and build influences, which are ultimately changing lifestyles.

Cityscape Global takes place on 25-27 September 2019 at the Dubai World Trade Centre.

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INTERVIEW

WIC Profile: Zoe Burnett

Jason Saundalkar talks to RSP’s Zoe Burnett about her influences, career and gender diversity in the construction industry ollowing 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 Zoe Burnett, senior interior designer at RSP. What drove you to construction and your first role in the industry?

Pursuing a career in interior design (ID) felt like a natural step for me. I grew up surrounded by family in the construction and design industries, and thought of this as the perfect opportunity to fuse my passion for design with the familiarity of the construction industry.

respecting other people and taking the time to understand the culture and values of each person in order to work well together. It’s important to make a conscious effort to take the time to build relationships with the whole team and make everyone in the room feel equal and a part of the conversation, no matter their gender or nationality.

I have worked alongside many inspiring women and the common connection between them boils down to their intuition, persistence, attention to detail and the ability to successfully manage various relationships and stakeholders throughout the design process, generally in high-intensity situations. Women have many strengths within the industry; however, the respect they show each other is most important and drives success for the business and individuals alike.

What are some of the barriers to women entering the construction industry? What was your personal experience?

Share a brief about your career, mentioning key achievements.

While studying interior design at the Queensland College of Arts, I began working with the ID team at a global design studio in Brisbane, The Buchan Group. This was my first real taste of ID and I soon found out how vibrant and exciting this industry was. I was exposed to projects across the hotels, retail, workplace and health sectors and became a Green Star Accredited Professional for the Green Building Council of Australia.

With just a few years of experience and my heart searching for new challenges, in 2014 I made the exciting move to the Middle East. Being in a new country, experiencing a new culture and approach to design was a huge eye opener and one which I was keen to embrace and run with. I first landed a role with Woods Bagot, working on key projects including Bluewaters and the Etihad Midfields Terminal. In my current role, as senior interior designer at RSP Architects Planners and Engineers, I’m working on one of my biggest projects to date, overseeing the delivery of a hotel for Expo 2020 Dubai.

How have you made your mark working on projects in this sector?

Dubai is an extremely diverse and multicultural region, and this can be seen particularly in the construction industry. I’m a big believer in 34 SEPTEMBER 2019

It’s no surprise that the construction industry is male-dominated in Dubai; together with the heavily male-orientated work force also comes a cultural challenge. It is not uncommon for males in the industry to have female colleagues in their team for the first time in their careers or to be dealing with women of their seniority for the first time.

It’s sadly known in our industry that some women feel immense pressure to work harder in order to break down the stereotypes in the workplace, feeling the need to go above and beyond to gain the acceptance of their male colleagues. While some male colleagues may have the best intentions to ‘protect’ the female in challenging situations, allowing women to speak up gives them a voice and allows them to gain respect.

The GCC construction sector is still male-dominated; however, diversity is beginning to increase. If you agree, comment on what is driving this and how you see the GCC markets changing.

While construction is still very much a male-dominated industry, I’m thrilled to see a rise in the number of women joining the industry over the years. As we welcome more women into the field and more women in leadership positions, we are encouraging women to not only become

ON SITE

“I have worked alongside many inspiring women. The common connection between them boils down to their intuition, persistence, attention to detail and the ability to successfully manage various relationships and stakeholders throughout the design process, generally in high-intensity situations�

SEPTEMBER 2019 35

ON SITE

involved in the industry but to pursue a career which will see them in leading roles.

Helping young women at the high school and university level to understand the broad opportunities the industry has to offer will be a driving force to raise awareness for young women entering the workplace. Most young women are not aware of the diverse career paths which they can pursue in the industry.

Everyone has a part to play in diversity and equal pay. What would you like to see government authorities and construction firms do to increase diversity and make pay a level playing field?

In order to keep the gender pay gap issue at the forefront of conversation, we must continue to raise awareness. Government and workplace organisations could develop initiatives to promote equal pay as well as equal employment for male and females. We see corporations such as the Royal Institute of British Architects (RIBA), which has encouraged all chartered practices to sign on to their initiative: Close the Gap – Improving Gender Equality in Practice, a platform whereby practices can voluntarily evaluate their gender pay gap data.

Initiatives such as these push practices to address the pay gap, which is key for the future of gender equality and closing the gender gap.

We must ensure that employers are not able to request specific preferences for gender or age when looking at perspective employees, but rather have them be considered only for their qualifications and years of experience.

As a woman in the industry, what has your experience been working in the GCC construction sector? If you have worked outside the GCC, how does your experience here compare with what you’ve

Besides authorities and construction firms, who else can play a part

experienced and observed in other markets?

in increasing diversity and balancing pay scales?

In the GCC women have the platform to create opportunity for their careers, to build relationships with recognised global firms and to also gain experience and exposure at an accelerated rate, allowing them to have the opportunity to excel in their careers at a faster pace. The GCC encourages us to continually push boundaries and always exceed expectations.

As a global community, we need to keep the conversation of gender equality at the forefront and celebrate all the achievements we have with regard to closing the gender pay gap and encouraging others to follow suit.

As individuals, we must take it upon ourselves to research the industry and ensure we are negotiating, accepting and pushing for salaries which are reflective of our experience and not our gender.

We need to take responsibility to have ongoing conversations with our employers regarding both our immediate and future goals and expectations and putting plans in place to achieve these. We must also support and encourage one another to do the same, sharing our knowledge and giving each other the encouragement to push outside the comfort zone.

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

As we see a continual positive trend and awareness for women in construction in the GCC, we must continue to break down both the conscious and unconscious gender bias and stereotypes of women in construction, and continue to shift the culture to be more welcoming.

ON SITE

“I am thrilled to see a rise in the number of women joining the industry over the years. As we welcome more women into the field and more women in leadership positions, we are encouraging women to not only become involved in the industry but to endeavour to pursue a career which will see them in leading roles”

in the workplace. Encouraging gender equality and embracing one another’s backgrounds and culture is imperative to ensure no one has to experience discrimination, both within and outside of the workplace.

Do you feel there’s a limit to how far you can progress within RSP?

There are no limits here at RSP. The firm encourages our team to challenge our abilities and push ourselves outside our comfort zones, supporting us to aspire to the next challenge. We are always made to feel we can take on the next challenge and that we are worthy and capable of the opportunity.

How does RSP approach diversity in the workplace? What more can it do to increase diversity?

At RSP, we are all made to feel equal, our opinions are valued and we are all respected, regardless of gender, race or religious views. We sit in an open-plan studio environment, side by side with senior management. We have a strong male and female studio with 60% males and 40% females; our senior management similarly comprises 60% males and 40% females.

RSP practises equal pay irrespective of gender; rather, salaries are based on years of experience and qualifications.

We are also inspired by female leadership, with Chan Lay Hoon serving as chairwoman of RSP. This reminds us of the change we continue to witness and embrace in the industry.

RSP can continue to increase diversity by participating in local university initiatives, ongoing mentoring within the studio, continuing to be involved in female-focused networks and development programmes, and continuing to raise awareness in the community. Earlier this year, Hadeel Shaheen, one of our female senior associates, spoke at the Women in Construction Summit on the topic of ‘Inspiring The Next Generation of Professionals’. Melden Francia-Batalla, also a female associate, spoke at United Architects of the Philippines on female empowerment in 2018.

What advice would you give to a woman entering the GCC

The GCC is seeing a rise in the number of women in the industry, as well as in leadership positions. The sooner we foster an environment that protects and respects both male and females, the sooner we can close the gender divide.

The GCC must continue to raise awareness of the opportunities for women in the construction industry and the diversity of roles available.

The industry is continually embracing technology and a less hands-on approach, allowing a more flexible working environment, which allows women to balance both family and career.

We also need to be educating men on the value of women and the importance of the elimination of the gender divide. The goal is for men and women to work together as equals to create a united force for equality.

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

I have been fortunate enough not to have experienced any discrimination

construction industry today?

Always sit at the table, have a voice, focus on your strengths and believe you are capable. Be prepared and take time to consider your response and be confident in that response, backing your decisions while not being too proud to ask for support or accept when you may not be correct.

Develop relationships with your colleagues; with relationships comes trust and respect. Men and women need to respect one another to work together. Get to site for hands-on experience, your site experience will be invaluable, as you are on the front line, where theory comes to practice.

It’s easy to be intimidated or feel insecure when you are the only woman in a room of men, many with much more experience than yourself, but always remember you have earned your place at the table. Regardless of how the meeting goes, you will always take home experiences which will allow you to be more knowledgeable for your next meeting.

Be proactive, find a mentor (and mentor in return), and get involved in female-focused groups, development programmes and networks.

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ON SITE

OPINION 01 Paula Fay Evans is senior associate – Interior Design at Godwin Austen Johnson (GAJ).

New Generation, New Style GAJ’s Paula Fay Evans discusses the needs of millennial travellers and the impact on hotel design around the globe

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illennials have long been considered a coveted demographic for many sectors, with their disposable income, sophisticated tastes and sense of adventure. It is no surprise, then, that hospitality design is evolving to cater to the needs of this generation of consumers.

These young adults have a different outlook on life and their needs are different to those of the hotel guests of ten years ago. This is largely due to technological advances, but also in part to a shift in priorities in this new age.

38 SEPTEMBER 2019

By 2020 millennials will be the largest adult generation – outnumbering Baby Boomers – and by 2025 they’re predicted to comprise three quarters of the global workforce, with a global spending power greater than any other generation to date, according to industry reports. Clients understand this and know their hotels must appeal to this audience in order to ensure that their businesses thrive.

Sites such as Airbnb, which is increasingly popular for accommodation booking, demonstrate how today’s guests are now preferring a more residential feel when it comes to their accommodation, choosing options that allow them to fully embrace the local experience. This factor also plays a role in design considerations within the hospitality industry. A hotel is no longer seen as just a place to sleep, and millennial travellers are highly demanding in what they want from a hotel stay.

But what does this all mean in terms of the evolution of hotel design?

Reports suggest increasing numbers of solo travellers, but this doesn’t necessarily mean people want to be alone all the time.

Social spaces are key to creating the right atmosphere for a hotel, and this is especially important when it comes to public spaces. A guest’s first impression of a hotel is more often than not the lobby, and so it is important that

it not only reflects the identity of the hotel but also provides a warm, distinctive and memorable space.

No longer a waiting area for guests to check in and out, hotel lobbies are being used more and more by the public as a casual space for informal business meetings or interviews, or just a place to work away from the office.

This area should be multifunctional, with creative space segmentation and flexible furniture arrangements designed to create an open and welcoming social or business environment for socialising, working or networking with colleagues.

This makes connectivity crucial; every seating cluster needs to consider connectivity for its users, preferably with a USB charge outlet. This could be through the use of smart furniture or simply by considering how to integrate the power into the millwork. Guests are now seeking a highly streamlined experience powered by technology, so considering the latest technology, such as self-check-in counters or the use of smartphone key card access, is important.

In addition, members of this generation are more environmentally conscious. While they want a comfortable stay, they also like to know that this has been considered in the design. We do of course follow the requirements of Breeam, LEED, Green

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“With a whopping 97% of millennials posting on social networks during their vacation, creating Instagrammable spaces is now a key criteria in project briefings�

Building or Estidama, but there is a need to take this to the next level, doing more than just what is required.

Millennials have a greater desire to be recognised as individuals, and this is no different when it comes to travel. Hotels are now looking at ways to provide a personalised experience for guests, to enhance the customer service experience. Virgin hotels, for example, are using mobile technology to create a platform that allow guests to customise their experience using their device.

This has clever features such as adjusting the room temperature, streaming content onto the hotel TV and making dining reservations.

Guests can even choose what they have in their minibar and pre-order a drink to be ready for their arrival.

With this level of personalisation already out there, other hotels are looking at how they can take this to the next level, with some looking to offer the guest the option to choose the room they stay in. This is much more in line with the boutique hotel feel, with an array of room types with different looks or concepts on offer.

The millennial traveller wants to feel like a local and seeks a more relaxed environment, a home away from home. As a result, we are seeing an increase in the boutique hotel feeling

being taken into large hotel establishments, providing a less rigid approach to hotel design that is less serious and more about providing a unique experience. And with 87% of millennials using social media such as Facebook or Instagram for travel inspiration and a whopping 97% posting on social networks during their vacation, creating Instagrammable spaces is now a key criteria in project briefings.

Seeing such a huge technological shift in the last ten years, it will be interesting to see how this evolves further for the next generations to come and how this further impacts hospitality design.

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THE BACK PAGE

LAST WORD 01 Atin Chhabra is global director – Digital Customer Experience (DCX) at Schneider Electric.

The Industrial IoT Revolution is Here Schneider Electric’s Atin Chhabra reckons that technological innovation can have a positive impact on construction management

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lobally, we are witnessing a new wave of development, propelled by technology and efficient human understanding. An exciting and prominent technological concept at the forefront of this rapid innovation is the Industrial Internet of Things (IIOT).

IIOT is being used across a variety of sectors, from electrical industries dealing in semiconductors to cloud computing or even artificial intelligence in electronics. Industry specialists in this field predict that enabling automation in most industrial processes will completely negate the risk of human blunders in the system.

It is widely believed that IIoT is changing how companies across all industries process 40 SEPTEMBER 2019

their business and is opening paths for them to usher in the new age of automation and smart industry solutions across multiple business verticals. It has enabled companies to grow, while at the same time helping them expand the economy by developing dependable industry services. It promotes a cycle of generating employment, optimising inputs and raising revenue.

While headlines have been written by companies using big data sets from social media and customer analytics, a big chunk of automation growth can be attributed to industrial process data in sectors like energy production, mining operations and construction. In fact, the latter is one of many sectors that seem to be benefitting substantially. Here are several significant IIoT applications in construction.

Enabling Remote Operations

IoT automation allows a host of devices to be connected to the internet. This means that specific automated construction tools can be monitored and directed from a distant computer, among other such implications.

For example, if you have IIoT helping you in a hostile location, machines can be instructed from a relatively safe place, allowing production to flow smoothly without risk of injury to staff.

IIoT features can also alert businesses if an employee is fatigued or otherwise injured, thus

allowing work-site mishaps and other issues to be reduced and the output of individual workers to be maximised.

Supply Replenishment

RFID tags can be integrated in specific tools and machines that are frequently used. They enable a computer system to automatically calculate the availability of devices and enable automated replenishment whenever required.

Construction Equipment Tracking

There are a variety of ways to track tools and equipment through IIoT automation, which can be an effective security practice to avoid the threat of theft.

Fuel and Power Maintenance

With the advent of IIoT technology, it becomes possible to shut off systems that consume energy. A situation may arise where a building will be operating at full efficiency when not required. Proper IoT applications can manually detect such conditions and rectify them, reducing expense and wastage.

IIoT automation can also help mitigate costs and increase output, both of which free up valuable resources and lead to a rise in a construction companies’ competitiveness in the sector. If such innovations keep developing, their application in construction management will undoubtedly rise.

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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

2015, 2016 & 2018