22 January 2016
InsIght and analysIs for constructIon specIalIsts
winning designs
Celebrating the Middle East consultant industry
Dominic De Sousa 1959-2015
It is never easy to say goodbye to a friend and colleague. When that person is the owner of the company and the driving force behind its growth and success, then the task is almost impossible. CPI Media Group's founder and publisher, 56-year-old Dominic De Sousa, died doing what he loved best – singing and entertaining people, at the BBC Good Food Middle East Awards on December 16 – which has been postponed until further notice. His publishing empire with more than 25 magazines, web portals and vertical industry awards, was founded two decades ago. Born in 1959 in Kenya to Goan parents, he lived what he later recalled as an idyllic childhood, full of sunlight, happy people and nature. A passionate lover of wild animals, it was here that the rebellious and independent streak that made him so successful in business was born. When he was 11, the family moved to Wimbledon in South London and he encountered two things which he spent the rest of his life fighting: cold, wet weather and racism. The experience of the latter, he later admitted, made him unusually sympathetic as an employer to the problems of his staff, a large number of who have been with CPI for years. After studying biochemistry at the University of London, De Sousa joined Reed Business Publishing in London as an advertising salesman on Middle East Computing, thus laying the foundations for his future career. He was a sales natural, combining an empathy with his clients with a killer instinct for closing a deal. Soon poached by London-based Alain Charles Publishing, he launched Computer News Middle East, which would form the basis of the CPI empire when he later bought the title and started his own company. Success followed from a start-up in a small back office. Today, the company ranks as one of the leading B2B players in the region, thanks to his drive, his entrepreneurial spirit and his belief in people. In sharp contrast to other publishers, De Sousa wanted his staff to succeed, encouraging them to become his business partners rather than employees and the simple CPI start-up is now a web of intertwined companies and relationships that he forged and held together. Never content with the status quo, he would constantly challenge what his staff were doing, encouraging them to seek new opportunities while opening new doors for others. Although a private man, he seemed happiest when he was on stage performing with a group of musically inclined CPI employees. Early on in his career, he had sung with a semi-professional group and he later reignited that passion by singing at CPI events. For those of us who remain at CPI, he is – quite simply – irreplaceable. The number of lives he touched across multiple industries in the Middle East and Europe is humbling and we, his colleagues, have been overwhelmed by the messages and memories of those who knew, respected and loved him. One of a kind to us, he was always, just Dom. He will be missed more than we can express but his legacy lives on in the magazines he helped create and nurture.
WINNER Faithful+Gould continues to strengthen its position as the leading consultancy firm in the region, after being named Project Management Company of the Year at the 2015 Middle East Consultant awards. This is down to building long-term partnerships with our clients because we are trusted to deliver. Delivering integrated project and programme management services, we protect and maximise our clients’ interests through intellect, innovation, positive thinking and problem solving.
DOHA OASIS
KING ABDULAZIZ INTERNATIONAL AIRPORT DOHA FESTIVAL CITY
THE ROYAL ATLANTIS
CITYWALK
Project management Programme management Cost management Planning management Commercial management Development advisory
fgould.com
JUMEIRA BAY
CONTENTS
January 2016
06 06
On topic
11
news and VIews frOm acrOss the mIddLe east OnLIne news
CPI’s digital platform for construction news
11
14
On tOpIc
Analysing how the role and responsibilities of a lead consultant have changed over the years
14 14
In practice anaLysIs, InsIghts and InterVIews
22
mIddLe east cOnsuLtant awards
30
Celebrating the winners of the very first Middle East Consultant Awards
22
InterVIew
Paolo Pininfarina reveals his architectural and interior design plans for the Middle East
26
q&a
Mark Langley of PMI explains the importance of knowledge transfer and its role in propelling project management
30 30
26
34
On site case studIes, OpInIOns and snapshOts
InsIght
Salim Hussain of Atkins Middle East assesses the similarities between schools and workplaces and the influence of design
34
OpInIOn
Heba Kafrawy and Fadi Shanaah of Schreder on how everything in cities shares some form of connectivity and the resulting opportunities
36
cOmpany news
Villa sales on the Palm Jumeirah touch $255m in the first nine months of 2015
40
fInaL wOrd
Khawar Khan of Knight Frank Dubai talks about Dubai versus other global hubs
36 January 2016 Middle East Consultant 3
COMPLETE SOLUTIONS FROM BASEMENT TO ROOF ROOFING
SEALING & BONDING FAÇADE
FLOORING & COATINGS
STRUCTURAL STRENGTHENING
REPAIR & PROTECTION
WATERPROOFING
This image is for illustrative purposes only
You may know us for just one skill area, but Sika has over 100 years of global experience in providing durable and high performance solutions for the key areas of construction. A global leader since 1910, Sika has had a presence in the GCC for over 50 years, increasing its market share in the region year on year with its well-known and respected brand, consistency in innovation and premium quality products and systems. Sustainability is a key component of the company’s innovation drive; Sika aims to enhance durability and improve both energy and material efficiency for buildings as well as for industrial applications. Sika’s local Specifications team can provide a tailored solution to your project requirements. They offer specification support and complete system details, as well as advice on life-cycle optimisation. To find out more please visit gcc.sika.com or click on the QR code below. Sika: global expertise, local support. gcc.sika.com
SIKA UAE +971 4 439 8200 info@ae.sika.com
SIKA QATAR +974 4016 3366 sika.qatar@bh.sika.com
SIKA SAUDI ARABIA +966 11 2176532 info@sa.sika.com
SIKA BAHRAIN +973 17 738 188 info@bh.sika.com
SIKA OMAN +968 2412 4826 info@ae.sika.com
SIKA KUWAIT +965 2228 2296 info@bh.sika.com
SIKA INTERNATIONAL CHEMICALS +971 2643 0364 info@ae.sika.com
WELCOME
Editor’s note Group GROUP CHAIRMAN AND FOUNDER DOMINIC DE SOUSA GROUP CEO NADEEM HOOD
Farewells & New Beginings
PUBLISHING DIRECTOR RAZ ISLAM raz.islam@cpimediagroup.com +971 4 375 5471 EDITORIAL DIRECTOR VIJAYA CHERIAN vijaya.cherian@cpimediagroup.com +971 4 375 5713
A
s we bid 2015 goodbye, I’d like to start by paying tribute to our much loved and admired Group Chairman and founder, Dominic De Sousa. He was a wonderful human being who touched the lives of many with his kindness, and his loss has been mourned by us all. Bringing in 2016, this month’s issue talks about new beginnings, and where better to start than with the celebration of the very first Middle East Consultant Awards! I couldn’t be more thrilled that the event was a massive success. The venue was perfect, the energy was infectious, and the support we received on the ground and on social media fuelled the excitement even further. A hearty congratulations to each and every winner this year. The competition was extremely stiff, and the judges had quite a few tough calls to make. I'd like to thank each and every one of you for coming out and showing your support, and I hope that this year’s victories will encourage more of you to nominate yourselves for the 2016 awards. Speaking of firsts, the much admired designers of Ferrari, Pininfarina, are expanding their architectural and interior design operations to the Middle East, and I was lucky to have an exclusive chat with Paolo himself about the company’s plans for the region. They’ve got some ambitious ideas in terms of projects, and we could well see the speedster create the next iconic structure soon. As we go into 2016, there is much caution in the air. The industry as a whole is keeping a close watch on the global markets and weighing every decision. But despite the uncertainty in the economic landscape, I'm confident that the construction industry in the Middle East is in store for some interesting project launches and developments. There is much to look forward to, and I'm excited and optimistic about the year ahead.
Editorial EDITOR GAVIN DAVIDS gavin.davids@cpimediagroup.com +971 4 375 5480 DEPUTY EDITOR DAVINA MUNRO davina.munro@cpimediagroup.com +971 4 375 5475 SUB EDITOR AELRED DOYLE aelred.doyle@cpimediagroup.com
Advertising COMMERCIAL DIRECTOR MICHAEL STANSFIELD michael.stansfield@cpimediagroup.com +971 4 375 5497
Marketing MARKETING MANAGER LISA JUSTICE lisa.justice@cpimediagroup.com +971 4 375 5498
Design ART DIRECTOR SIMON COBON JUNIOR DESIGNER PERCIVAL MANALAYSAY
Circulation and Production DISTRIBUTION MANAGER SUNIL KUMAR sunil.kumar@cpimediagroup.com +971 4 375 5476 PRODUCTION MANAGER VIPIN V. VIJAY vipin.vijay@cpimediagroup.com +971 4 375 5713
Digital WEB DEvELOPER MOHAMMAD AwAIS WEB DEvELOPER UMAIR SHAMIM Published by
REGISTERED AT IMPZ PO BOX 13700, DUBAI, UAE TEL: +971 4 440 9100 FAX: +971 4 447 2409 WWW.CPIMEDIAGROUP.COM
Davina Munro, Deputy Editor, Middle East Consultant
Printed by Printwell Printing press LLC © Copyright 2016 CPI. All rights reserved while the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.
January 2016 Middle East Consultant 5
on ToPIC roundup
Online L AU N C H PA R T N E R
Middle East Consultant’s home on the web MOST POPULAR
1
READERS' COMMENTS
EDITOR'S CHOICE
Saudi Binladin Group to lay off 15,000 workers – Reuters
Possible layoffs come amid uncertainty caused by oil price slump
2
ME Consultant Awards: Winners announced
PHOTO GALLERIES
In pictures: Big Project ME Awards winners
More than 200 guests
ALEC’s Kez Taylor and Brookfield Multiplex were among the big winners
attended event at Jumeirah
See photo galleries at: meconstructionnews.com/photos
Emirates Towers Hotel
3
Damac removes Trump name from Dubai golf site
It was interesting to read about yet more allegations of labour exploitation in Qatar (“Qatar labour abuses still ‘rampant’ – Amnesty”, December 2). Amnesty International says there are still “appalling conditions faced by most migrant construction workers” in the country. Whatever the truth, what is clear is that Qatar needs to step up its reforms to the kafala sponsorship system if it is to avoid future allegations like this in 2016. Comment to story “Qatar labour abuses still ‘rampant’ – Amnesty”
Move apparently prompted by presidential candidate’s anti-Muslim remarks
READER POLL
4
What was the mood like at The Big 5 construction show in Dubai?
Gulf construction in 2016: Experts give their outlook
Industry looks to year
29% 13%
ahead after "interesting and challenging" 2015 VIDEO
5
"Dramatic" decline in GCC construction optimism
18-tonne Volvo truck... driven by a four-year-old girl
more disputes than expected
Four-year-old Sophie drives an 18t Volvo FMX through a construction area – with the help of a remote control
this year, survey finds
See videos at: meconstructionnews.com/videos
Longer payment periods and
Upbeat: Lots of deals on the table
No change: About the same as last year
16% 42% Good: Business was brisk
Slow: There’s a gloomy outlook for 2016
Log on for the latest from across the Middle East construction sector. Write to the editor at contact@meconstructionnews.com
6 Middle East Consultant January 2016
www.wspgroup.com I www.pbworld.com
#IamWSPPB
I AM WSP PARSONS BRINCKERHOFF
I AM PLUMBING ENGINEER OF THE YEAR
GIOVANI TAUCKOOR PRINCIPAL ENGINEER – PUBLIC HEALTH
Healing Environments for Patients
Learning Environments
Hospitality Environment
Healthcare brochure
Education brochure
Hotel brochure
09
LEAD CONSULTANTS The changing role and responsibilities of a lead consultant and the resulting challenges.
On topic F
LEAD CONSULTANTS
TAKING THE LEAD
Davina Munro asks the experts about the changing role of lead consultants and the resulting challenges
or any large-scale construction project to run smoothly, having someone take charge right from the get-go is crucial. The lead consultant shoulders the ultimate responsibility for the design being produced in accordance with the client’s requirements. They are entrusted with managing and coordinating the input of the wider consultant team through the project’s lifecycle. But the role of a lead consultant earlier wasn’t as clear cut as it is today. Peter Richardson, head of Integrated Project Delivery – Property & Buildings for WSP l Parsons Brinckerhoff, points out that the role of lead consultant was initially performed by architects. However, in recent years the Middle East has seen clients approaching large multi-disciplinary consultants such as themselves for the job. “There are a number of reasons for this trend, including the increasing complexity of building projects, the number of specialist disciplines required to deliver them, and who is best placed to manage their inputs,” says Richardson. “For example, WSP l Parsons Brinckerhoff in the Middle East are able to provide a single point of contact for the delivery of a wide range of services. This includes building services and building structures, to a wide range of specialist services covering fire and life safety, security risk management, architect of record, and so on. “When this broad service offering is combined with our ability to manage and work with local and international architects, you can start to see why we become an attractive alternative as a lead consultant.” Agreeing that clients lean towards multidisciplinary firms for the role, Mark Kelly, director at Atkins Middle East, has noticed a heightened relevance of the lead consultant in this part of the world. He says this could be partly due to the scale of project and investment commitments being made by government and January 2016 Middle East Consultant 9
on topic lead consultants
Mark Kelly, director at Atkins Middle East.
individual clients, which requires architectural and engineering expertise to fulfil. Using the Dubai Metro as an example, Kelly says that implementing something that significant with such a high level of investment requires assurance that the client’s vision is met. This in turn requires significant experience from a strong organisation and a unified team with a single purpose, to put pieces of the puzzle together. “Projects with a motive require another level of sophistication, because it’s not just about putting together all the scientific elements, but also achieving a great place. A place where people want to go to, and that's certainly the objective of this country and in other countries as well. “We saw that with the Olympics in London, and I think we will see that at the Expo here and with all the major projects that will support it. Atkins is very well placed to cover a number of those areas, based on our experience and credentials.” Having a lead consultant certainly gives everyone on the job a sense of purpose and consciousness as well. People are aware and value each other’s time, energy and investment, which results in more satisfied team players and ultimately a much happier client.
John Wolfenden, director of Architecture and Engineering at KEO's Design Division.
But what are the qualifications expected of a lead consultant? John Wolfenden, director of Architecture and Engineering services at KEO’s design division in the UAE, says that while the most obvious is having the technical qualifications for that particular scope of work, proficient management skills are also a necessity. “In a way, the lead consultant's got a dual role. It has a technical hat that it wears, and it’s got almost like a project management hat as well, because you are overseeing up to 20 to 25 different consultants sometimes. That takes good coordination and communication skills. “There are usually issues with differences of time zones. A lot of the consultants that are brought into the lead consultants package are from overseas, like the US, UK and other parts of Asia, so the actual management and coordination of their efforts as they operate in different territories creates skills that the lead consultant has to employ.” In Kelly's opinion, while the general tendency is to opt for larger multi-disciplinary architectural and engineering practices, it is also important to cut the cloth according to need. He says for example,
Peter Richardson, head of Integrated Project Delivery Property & Buildings at WSP | Parsons Brinckerhoff.
on an engineering-led project, a client's bias will be towards a consultant with an engineering focus, whereas if it is a more publicly shared vision, there are many benefits in involving an architectural lead with a wealth of experience. Another important task for a lead consultant is managing project risk and keeping cost and quality in check. Richardson says that at WSP | Parsons Brinckerhoff, the approach to opportunity and risk (O&R) management as a lead consultant is one of collaboration and continual assessment. In fact, from the very outset of a project, he believes that one of the key responsibilities as a lead consultant is to be the custodian of the Q&R register. This also means that while the lead consultant is instrumental in driving the implementation of risk mitigation strategies, they aren’t necessarily doing it alone but rather making sure that the relevant people are addressing it. “If a particular risk being realised would have a massive detrimental impact on the project and is very likely to occur, it would achieve a high risk rating, and so on. Each item on the register is then assigned a specific action plan for how to remove, mitigate or accept the risk.
“In a way, the lead consultant’s got a dual role. It has a technical hat that it wears, and it’s got almost like a project management hat as well because you’re overseeing up to 20 to 25 different consultants sometimes” 10 Middle East Consultant January 2016
on topic lead consultants
“As a project progresses, we periodically review the O&R register, adding further items as they are identified, removing others that are no longer valid and checking on the status, progress and current rating of ongoing risks.” Wolfenden adds that value engineering too is something that the client will be looking for and depends on the lead consultant to implement right from the design stage. He also points out that value engineering can only be successful if the subconsultants are on board, which is why the lead consultant must ensure that all members of the team share the same vision. Are lead consultants required on all projects though? The trio unanimously says no. Wolfenden points out that having a lead consultant on largescale or multi-discipline projects is ideal, but some projects, such as fit-out projects, don’t really need a lead consultant on the floor. It also depends on the client’s wishes. “It is all driven by the client and whether he wants to pass all the responsibilities on to one party to simplify things. Also, depending on the size of their own organisation, they are sometimes happy to appoint every consultant independently themselves and manage them as well. Coordination is the major effort, and some clients are not geared
up to handle that. Each project has its own merits of a lead consultant's role or not.” Kelly too puts it down to scale and type of project. He believes that on a large project with a large investment, integrating a lead consultant into the picture makes sense, unlike smaller projects with smaller investments. A set of challenges comes with being a lead consultant. Richardson says the main ones are ensuring the design produced by the consultant team is fully coordinated across all disciplines, managing design programme aspirations, and change control management. He says at WSP | Parsons Brinckerhoff, one strategy to overcome these challenges entails the formation of an integrated project delivery team, comprising skilled individuals experienced in managing and delivering large-scale multi-disciplinary projects. The team is the single point of contact to the client, while managing and leading the inputs of the consultant team. Wolfenden adds that knowing what’s going on all the time and coordinating across countries and time zones can be tricky. “You've got to keep your finger on everything constantly, and in this day and age we're bombarded with information from all corners
of the globe. They're all working on the same project but in different time zones, with different weekends. The challenge is having to collate all this information and pass it on to others in the team that need it. Clients sometimes underestimate the efforts that are required by the lead consultant to do all of that management.” Despite the hurdles, the need for lead consultants in this region is growing as projects become larger and more complex. In fact, the trio agrees that they cannot see a scenario where the lead consultant role will diminish. Kelly says he sees a future where greater levels of experience and track record will be required to prove the credentials for that role. Richardson backs him up, adding that as projects become more complex, inputs will become more complex too, and therefore a lead consultant's role in bringing the different components together will become more important. “I feel new tools, systems and technologies will be needed to assist the lead consultant of the future, and this will undoubtedly include the continuing implementation of BIM, which relies heavily on collaboration and sharing knowledge and is already bringing a new dimension to the role,” he concludes.
Projects that are large in scale and in terms of investment should have a lead consultant involved throughout.
January 2016 Middle East Consultant 11
ME CONSULTANT AWARDS
IN THE SpOTLIGHT Middle East Consultant celebrates and honours the consultants that are shaping the region
12 Middle East Consultant January 2016
ME CONSULTANT AWARDS
Insight
H
eld for the first time ever on December 6, 2015, the Middle East Consultant Awards are the only awards in the region specifically targeted towards the construction consulting industry. TArGETEd AT CONSULTANTS rANGING frOM
major international multidiscipline companies like AECOM and Atkins, through to local firms, the awards are an opportunity for the great and good of the regional construction industry to gather together and enjoy an evening under the twinkling lights of some of Dubai’s most impressive architectural achievements. The awards took place on the open-air terrace of the Jumeirah Emirates Towers Hotel, against the backdrop of the Dubai International Financial Centre and Sheikh Zayed Road. The venue was a major source of delight for attendees, with a number commenting on the choice of location and the unusual setting. Davina Munro, deputy editor of Middle East Consultant, welcomed the guests, thanking them for their attendance and their strong support over the two years that the magazine has been in operation. There were 14 award categories on the night, with 45 shortlisted nominees. The winners were chosen by an independent panel of judges made up of CEOs and managing directors from some of the region's top contractors. Also on the panel were Dr Hanan Taleb from the British University in Dubai and Tannar Whitney, president of the American Institute of Architects Middle East. The awards focused on the key aspects of the construction consulting industry, from celebrating boutique specialist consultants through to multidiscipline behemoths that cover services across the entire spectrum. The sponsors for the awards were ALEC, Lacasa Architects & Engineering Consultants, Hill International, Nora, WSP|Parsons Brinckerhoff, Thomas Bell-Wright International Consultants, Seed Engineering Consultants and Sennheiser, which also provided a pair of high-end headphones worth thousands of dirhams for one lucky attendee. January 2016 Middle East Consultant 13
ME CONSULTANT AWARDS
MUTLIdISCIpLINE COMpANy Of THE yEAr NOMINEES: • AECOM Middle East • Atkins Middle East • Arcadis • KEO International Consultants • WSP | Parsons Brinckerhoff WINNEr: WSp | parsons Brinckerhoff
The Multidiscipline Company of the Year award recognises the consultants that provide a variety of services to the construction industry, covering everything from structural and MEP engineering, through to architecture and design. In addition, the nominated firms are leaders in their own right, often handling large-scale multi-billiondollar projects and delivering highquality, iconic structures that put their clients on the global map. These qualities persuaded
the judges to pick WSP | Parsons Brinckerhoff as the winner of the award, with client testimonials highlighting just how the consultant delivered and demonstrated excellent capabilities and performances in high-pressure environments. “On behalf of WSP | Parsons Brinckerhoff, I would like to express my sincere appreciation for this industry recognition. Our Middle East team will all be proud of this achievement. Achieving great results is what we’re all about,” said Martin Bassett, director – Transport and Infrastructure at WSP | Parsons Brinckerhoff. “We have recently celebrated one year as WSP | Parsons Brinckerhoff and what we have achieved in that time is significant. From the very beginning we've
worked really hard to make ourselves a seamless team, and we are now seeing the results of our increased capabilities, with us winning work that wouldn’t have been possible before. “Looking forward, it's an interesting market and enormous opportunity remains across the region. We’re very proud to
serve the region and have the opportunity to deliver globally prestigious works. "We will continue to actively bid on some fantastic projects next year, and we expect to secure some major contracts which will consolidate our strong position in the Middle East market," Bassett told ME Consultant.
QUANTITy SUrvEyING / COST CONSULTING COMpANy Of THE yEAr
NOMINEES: • C-Quest • Omnium International • Rider Levett Bucknall WINNEr: Omnium International
All nominees for this award show tremendous understanding of what it takes to make a project profitable and cost-effective, the judges felt. These firms go above and beyond their job descriptions, getting involved in making sure their clients have designs that meet the highest legal and quality standards, while also taking part in every step of the construction process so as to ensure that costs, risks and pricing are controlled and kept in hand. Omnium International’s outstanding skillsets and 14 Middle East Consultant January 2016
knowledge won them the award, with judges highlighting their expertise in super high-rise towers as particularly eye-catching. “We've been working in the Middle East for a very long time now. It's great to actually have some kind of official recognition. We've always thought we've deserved something like this, but it's the first time we actually have gotten an official award,” said Ian Harper, associate director at Omnium International. “With projects like the Burj Khalifa and the Kingdom Tower, as well as the Dubai Mall, it's a very strong CV that we have, and it's one that we're very proud of. We want to improve on our track record, we're now dealing with many companies as well. We're just a company that's striving to improve all the time."
ME CONSULTANT AWARDS
UrBAN dESIGN & LANdSCApING COMpANy Of THE yEAr NOMINEES: • Desert Ink • HOK International • Woods Bagot WINNEr: HOK International
This award is given to firms that specialise in urban design and landscaping work in the Middle East, exhibiting a high standard of craftsmanship and ingenuity that sets them apart from competitors. This year’s nominees are involved in some of the most high-profile and distinctive projects in the region. As winner, HOK International wowed the judges with the impressive variety of its work. Not only is the firm working on Expo 2020, but it's also involved in Qatar’s Lusail Boulevard, while also leading the master plan for a 40-hectare technology campus in
the Makkah Techno Valley. “HOK is very well-rounded from a design standpoint, and master planning is a very big part of our business. And to win this award is very satisfying with what we've done,” said Mark Streetz, senior vice president and managing principal Dubai at HOK. “2015 has been good. We're still seeing a lot of master planning projects coming through, but again, we're an architectural building design firm. I think 2015 with the oil prices and everything is becoming a little bit soft. There's a lot of master planning projects coming through, so I think a lot of people are testing the projects, so they're willing to spend the money for master planning to take a look at the economy and what we can do for them. But I think, hopefully, things will move forward.” STrUCTUrAL ENGINEErING COMpANy Of THE yEAr NOMINEES: • DeSimone Consulting Engineers • Ramboll Structural Engineering Division WINNEr: deSimone Consulting Engineers
The Structural Engineering award aims to recognise the professionalism and creativity of structural engineering firms in the Middle East. It also looks to highlight the impact they’ve made over the years when it comes to shaping projects in the region. Despite there being only two shortlisted companies, the judges felt both were really strong contenders and the decision for the winner was a very close call. However, DeSimone
Consulting showed judges an exemplary work history, having provided world-class structural engineering services around the globe, including some very special projects in the region – Al Ain Wildlife Park and Resort, the Museum of Built Environment in Riyadh, the Sheikh Khalifa Bin Zayed Al Nahyan Mosque in Al Ain and Al Warfa Seef in Kuwait City. “We’re going to continue [our growth and expansion strategy] in 2016,” said Ahmed M Osman, managing principal at DeSimone. “We’re already expanding into Dubai. It’s a soft market right now, but we expect that by the second or third quarter of 2016, Dubai will see a big push. We have big hopes for it.”
January 2016 Middle East Consultant 15
ME CONSULTANT AWARDS
SpECIALIST CONSULTING COMpANy Of THE yEAr Nominees: • AESG • Griffin • Light Touch • Windtech Consultants Winner: AESG
The Specialist Consulting Company of the Year award recognises organisations that have achieved outstanding results in the delivery of specialised services for projects in the Middle East. This category saw nominations from firms as diverse as specialist sustainability consultants and consultants that analyse wind effects on buildings, structures and the environment. Despite coming from such diverse backgrounds, these companies share a common theme – they’re always looking to push the boundaries of their fields and are innovators and pioneers of new technologies and concepts. As winner in this category, AESG embodies that philosophy. Not
only is it a long-time supporter of the UAE’s transition into a green economy, but it has also established itself as a true market leader in the field of energy and sustainability consultancy. In the last year, it has set up divisions to cover environmental consultancy, energy management and commissioning
management, a clear indication of its determination to become a market leader in the region. “This has been a momentous year for us,” said Saeed Alabbar, director at AESG. “We’ve opened up a number of divisions within our consulting arms – from the environment division, the testing
and commissioning division, as well as our core – sustainability. “Through the year, we’ve also delivered some landmark projects, like the IRENA headquarters, which was recently voted the most sustainable office in the Middle East. It’s been a great year and it’s great to have this sort of recognition.”
MEp ENGINEErING COMpANy Of THE yEAr Nominees: • CKR Consulting Engineers • DC PRO Engineering • Ramboll Middle East Winner: CKr Consulting Engineers
The winner of the MEP Engineering Company of the Year is a company with an excellent track record in design and delivery of engineering solutions that balance environmental and commercial considerations. CKR Consulting Engineers is also known as one of the 16 Middle East Consultant January 2016
most proactive consultants in operation, not shying from its responsibilities on projects and often taking on leadership roles when it comes to promoting collaboration and team spirit between all stakeholders. “It’s been a good year for us,” said Mike Berry, director at CKR. “It’s certainly picked up this year, and it’s looking positive going forward. We’re involved in a few top projects, like Bluewaters, which is an iconic project. There are a couple of new ones in the pipeline. Next year is definitely going to be more positive.”
ME CONSULTANT AWARDS
prOJECT MANAGEMENT COMpANy Of THE yEAr NOMINEES: • Faithful + Gould • Hill International • RGN Group WINNEr: faithful + Gould
This award recognises an organisation in the Middle East that has achieved outstanding results in project management. Project managers provide leadership, guidance and decisiveness in challenging situations, and are often the conduit to the client for those on-site. As such, Faithful + Gould, the winner of this award, is a company that the judges felt successfully delivers projects with an innovative approach that has helped in cost saving and resulted in overall client satisfaction. “I think we understand what our clients require. We
normally embed ourselves in their organisation, so we know what motivates them to have a successful project,” said Brian Fisher, regional director – head of Project Management at Faithful + Gould. “We have a really good team of senior management, and it's really just understanding how to deliver and give the clients what they need. We represent them to make sure that we can deliver the projects for them in accordance with their business plan.” “This award is really for our team. It's been a tough year. The market has changed. I think next year is actually going to be tougher, so what we've got to do is just consolidate where there are key clients, continue to deliver strong teams for our clients and make sure that we deliver our projects to their satisfaction.”
CONSULTANT TEAM Of THE yEAr
NOMINEES: • AFFRIC Infrastructure Advisory • Arcadis • DeSimone Consulting Engineers WINNEr: AffrIC Infrastructure Advisory
The winner of this award provided judges with an in-depth look at the role it played on a project, putting together a presentation that showed how each party involved on the Jebel Ali Primary School project contributed. It also provided a comprehensive report on the challenges faced, and highlighted how it overcame them. “I’m a little bit shocked, to be honest. We weren't expecting it. We're a new company, we're a boutique
firm and we've only been open for 18 months,” said Andrew Ward, director at Affric. “But I think this is a testament to the hard work that we've been putting in, and it's great to see the achievement at the awards.” “It’s been a difficult journey since we started. The members of the firm used to work at Ernst & Young, so we spanned out of there and you don’t realise the power of the brand until you don't have it. But with a lot of hard work, a lot of diligence and a lot of grinding on, you start to see the successes. “Our plans for 2016 are to have continued growth. We’ve got lots of projects that we’re advising on – both here and across the region. We’ll continue to do what we’ve been doing all along.”
January 2016 Middle East Consultant 17
ME CONSULTANT AWARDS
ArCHITECTUrAL COMpANy Of THE yEAr NOMINEES: • Godwin Austen Johnson • Gensler • HOK International • Skidmore, Owings and Merrill WINNEr: Skidmore, Owings and Merrill
The Architectural Company of the Year award celebrates and acknowledges a company for producing innovative and exciting architecture in a region that is home to some of the most exciting structures in the world. After much consideration and debate, Skidmore, Owings and Merrill had a near unanimous vote from the judges. Having been involved in the Middle East for 64 years, SOM has designed more than 140 projects in the region, including the iconic
Burj Khalifa. “We're very committed to the Middle East,” said Uwe Nienstedt, senior regional manager – MENA at SOM. “We have rigour and quality, we're value oriented and have principles, and I think that shows. If you look back at the buildings that we have done 50 years ago, in places like Jeddah, and you compare that with the things we're doing now, they've been done with the same mindset and done with the same principles," Nienstedt said. “It’s been a difficult year for everybody in the region, but we've been lucky because we are very diverse. A lot of people think of us as high-rise architects but we're also very prolific in institutional architecture and in master planning. I think we can diversify and we're also in almost every country in the region, so that works."
prOJECT Of THE yEAr NOMINEES: • AECOM Middle East for Yas Mall • KEO International Consultants for Lusail Multi-Purpose Hall • P&T Architects and Engineers for Viceroy Palm Jumeirah • WSP | Parsons Brinckerhoff for Mall of the Emirates Extension WINNEr: KEO International Consultants for Lusail Multipurpose Hall
The Lusail Multi-Purpose Hall is a reflection of Qatar’s determination to be known on the international stage as a nation that can host high-profile sporting events. The cutting-edge complex has a built-up area of 126,000sqm and was earmarked by the Qatar Olympic Committee for delivery in time for the men’s handball 18 Middle East Consultant January 2016
world championship in early 2015. It is the first four-star GSAS sporting complex of its kind in the Middle East, and as Qatar builds up to hosting major sporting events in the near future, it is definitive proof that the Gulf country is ready, willing and able to do so. “It feels great [to win the award] and I'm very excited about it,” said Jonathan Perks, sustainability manager at KEO. “It was definitely a really great project and we put a lot of work into it. We were the sustainability consultants for the project, and we dedicated a lot of time to trying to embed sustainability during the construction of the project. "We're also very happy to be representing all the stakeholders tonight, without whom we would not have had this big success tonight."
ME CONSULTANT AWARDS
OUTSTANdING INdIvIdUAL Of THE yEAr NOMINEES: • Farah Mudhefer of L + B Design Group | EDGE • Imran Shaikh of CKR Consulting Engineers • Islam El Mashtooly of Godwin Austen Johnson
WINNEr: Islam El Mashtooly of Godwin Austen Johnson
Islam El Mashtooly, senior architect at Godwin Austen Johnson, really grabbed the attention of all the judges with his outstanding presentation and portfolio of work. Not only is he a rising star in the world of architecture, but he has demonstrated exemplary human spirit through his work with Rasem Badran, UNESCO and the University of Ajman. “It’s difficult for me to put my
feelings into words. I think this is an award not just for me but the entire community of architects and engineers. It has motivated me to work even harder to prove that I deserve this prize even more,” El Mashtooly said. “I believe throughout this last year I have worked relentlessly on expanding the boundaries of this field and focusing on serving the community. My work has not only been to facilitate business automation but how to make people's lives better and how to enhance it. I have been involved with projects for the GCC award to design housing. “I have a lot of ideas for next year. I'm very enthusiastic about a lot of things, and believe in working from your heart to prove that in the Arab world too you can find talent that can compete with international standards and talent from other countries."
LEAdEr Of THE yEAr NOMINEES: • Chris Lucas of Faithful + Gould • Holley Chant of KEO International Consultants • Rob Cooling of WSP | Parsons Brinckerhoff WINNEr: Holley Chant of KEO International Consultants
Holley Chant, executive director of Corporate Sustainability and Commissioning at KEO International Consultants, has had a tremendous impact over her years with KEO International Consultants,. Recognised as one of the leading experts in sustainability, Chant has also been an enthusiastic advocate of spreading the sustainability message, participating in seminars, panel discussions and conferences.
“I feel very honoured to win it, of course. But I would also like to say that my entire team who supports me as a leader is honoured as well, because sustainability, as much as I represent the team as a leader, is really a collaborative discipline and requires the vision of an entire company, of our CEO, of my colleagues to really succeed in it as a discipline and an expertise,” Chant said. “2015 has been a fantastic year. The team grew from about 25 individuals to about 41. We have a lot of iconic projects we're working on. “I particularly appreciate this award and what it represents in 2015, because it's defying stereotypes about the Middle East, that the Middle East isn't green when, in fact, the region is doing some of the most wonderful sustainability work globally."
January 2016 Middle East Consultant 19
ME CONSULTANT AWARDS
ExECUTIvE Of THE yEAr NOMINEES: • Andrew Barley of Godwin Austen Johnson • Emad Jaber of LACASA Architects & Engineers • Mohammed Al Rais – Hill International • Simon Moon of Atkins Middle East WINNEr: Emad Jaber of LACASA Architects & Engineers
The winner of this year’s Executive of the Year award is a man who is testament to the strength it takes to lead a company. Having only started his company in 2006, Emad Jaber, managing partner at Lacasa, has had to guide his company through some of the most turbulent times this country has ever experienced, leading his fledgling firm through the Dubai real estate crisis.
Mistakes were made, a fact he freely acknowledges, but what sets him apart from other nominees is his demonstrated willingness to learn from those mistakes and help his company complete a painstaking recovery. Having done so, he has now emerged as a well-respected individual in the world of architecture, with an order book to rival some of the best in the business, but despite all that success, Jaber insists that none of that would matter to him if he didn’t have the love, respect and support that he gets from his employees today. “It was a surprise, I didn't expect it. Not that I don't think I deserve it, but the nominees were very well known in the industry for a long time. I thank the team for their effort, which has brought me and the company to this stage where
we are winning a very special prize and for the Middle East architects that give it more credibility. I'm so happy and very excited about this,” he said after picking up his award. “2015 was a great year. We're excited for 2016. People are
anticipating a slowdown, but our plans remain the same. We're excited about the next year and things will be great; at the beginning and end of most years there is a slowdown, but I think we need to wait and see.”
CONSTrUCTION INfLUENCEr Of THE yEAr WINNEr: Tom Bell-Wright, CEO and CTO of Thomas Bell-Wright International Consultants
The Construction Influencer of the Year award allows the ME Consultant team to recognise an individual who has done more than most to advance the cause of the construction industry in the region. Tom Bell-Wright has been a UAE resident since June 1993, having developed a reputation as an expert in glazed aluminium systems since 1979. He has specialised exclusively in the inspection and technical requirements of curtain wall for the last 13 years. In 1995 he founded his own consultancy firm, the first façade consultant firm for high-rise buildings in the UAE. Since then, the company has been on a mission to bring quality assurance to building construction and help make 20 Middle East Consultant January 2016
the structures we live in safer. “Construction has really grown since we've been here, and it’s a very important arm of the whole thing. There are still significant areas where there isn't enough attention and the outside inspection particularly, so we're trying to encourage the authorities to get into that," BellWright said on the night. “There are other areas that we haven't yet looked at, like HVAC and areas like that, so hopefully we will continue to expand the range of things we do and so on. We're in the process of relocating our laboratory to the Jebel Ali Industrial Area. That's a big challenge for us at the moment, and it is taking a lot of our time, but it’s simultaneously very exciting as well. I'm sure this move is going to be great for the company going forward."
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IN PRACTICE paolo pininfarina
22 Middle East Consultant January 2016
IN PRACTICE Paolo Pininfarina
Interview
mission middLe east Davina Munro catches up with Paolo Pininfarina to find out the speedster’s plans for architecture in the Middle East
H
aving designed some of tHe most desired
cars in history, such as Ferrari, Pininfarina comes from a rich heritage in the automobile design industry. But the Italian design and engineering firm, founded in 1930 by Battista Pininfarina, saw some additions to its drawing board when grandson Paolo Pininfarina took over. Believing that the company’s DNA could find expression in different fields, Pininfarina founded Pininfarina Extra in 1986, which ventured into designing luxury products like yachts and furniture and eventually made its mark in architecture and interior design as well. Middle East Consultant caught up with Paolo Pininfarina, to discuss the company's foray into the Middle East that is expected in early 2016. “Our venture into architecture was part of a natural progression for us, and we are very pleased with the results and feedback from our clients. "We believe the Middle Eastern market understands and appreciates our style, because as a brand, Pininfarina has focused on creating bespoke designs for a highly discerning audience. Our luxurious and outstanding shapes have already given life to extraordinary buildings all around the world, and we believe the same will happen here as well.” In terms of its philosophy for the region, Pininfarina says they will keep up with the pace of architecture here, and work towards pushing the boundaries of design and engineering. Having worked on a variety of projects – skyscrapers in São Paulo, luxury residential projects in Miami and office complexes in Warsaw – Pininfarina says they are open to
challenge. They are looking forward to working on a variety of projects like mixed-use, commercial, residential and recreational developments. He also says that hospitality and infrastructure will be the company’s main focus, given its growing need in the region. “We will concentrate on hospitality, as we know it’s an expanding sector and believe that we will be able to create unique solutions to attract guests. Public infrastructure is another very promising sector. “Our expectation in terms of demand will be similar to that of other countries. Having designed some of the world’s most luxurious private residences, we believe our existing clientele, combined with the market demand in the GCC, will be a key area of focus in the first half of 2016.” With competition fierce in this part of the world and architects vying to create iconic structures, Pininfarina believes the company’s 85-year history of designing luxury products will help them carve a reputation in the architectural field. In fact, he says with confidence that the company may not even require an introduction, as the GCC is already familiar with its pedigree and heritage. “Our main difference from other international studios is that we still operate as a boutique. Leveraging on our automotive heritage, we give life to curved and sophisticated lines, conveying dynamism in our building designs. “In terms of recent projects, we’ve already won the competition for the New Istanbul Airport Tower, after competing with international architectural teams like Zaha Hadid, Fuksas, Moshe Safdie, Grimshaw-Nordic and RMJM. January 2016 Middle East Consultant 23
IN PRACTICE paolo pininfarina
Pininfarina Extra has already worked on a variety of skyscrapers, luxury residential and office complexes around the world.
We are going to create an iconic building, destined to become a landmark for Istanbul, and we aim to be able to do the same here in the GCC.” While the company is considering various options as a base in the Middle East, Pininfarina says that either Abu Dhabi or Dubai in the UAE is the most likely location for its regional offices. As for the size of its team and recruitment plans, Pininfarina says they will first look to build relationships, understand and satisfy the needs of partners through a representative office for the time being, while design work will be done in Italy. “The projects, from a design point of view, will be coordinated from our Italian headquarters in collaboration with local architectural studios. In the future, as we did for our Miami-based subsidiary, we will probably build a team of architects and designers that will operate in tight collaboration with Cambiano, our headquarters just outside of Turin.” He also says that clientèle will remain exclusive, and they expect business development through a soft marketing
24 Middle East Consultant January 2016
strategy, word of mouth and the credibility of their catalogue of work. As with any budding business in the region, challenges are inevitable, but Pininfarina says they have a strategic business development plan to target a niche audience. Additionally, he says that the company’s established reputation will help them take on potential challenges. “We will approach customers by studying their requirements and then deliver beyond expectation. Our promise is to create unique, outstanding projects which will further galvanise the region’s reputation for creating some of the most extraordinary buildings in the world. “We are fortunate in the sense that we are a design company whose personnel are already established and working in Italy, so in that sense we believe our model will make any potential challenges easier to overcome.” Concluding, Pininfarina says the firm is excited about its prospects in the Middle East. He feels great opportunity and potential lies ahead, particularly in the UAE, and is looking forward to making the dreams of its future clients a reality.
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On Site mark LaNGLEY
The adoption of project management and knowledge transfer can only happen when the leadership within an organisation recognises its importance and encourages its practice.
26 Middle East Consultant January 2016
On Site mark laNGlEY
Q&A
Starting from the top Mark Langley speaks to ME Consultant at the Project Management Forum in Dubai about knowledge transfer and how it propels project management
P
roject management is quite undervalued in the Middle East, compared with other parts of the world. Tell us how knowledge transfer can substantially improve project outcomes and change the perception that people have of it.
One thing that we found in our research is that the overall value of project management in the Middle East is roughly the same as the global indicator. Having said that, globally and here in the Middle East, project management is not fully valued to the level that it could be because of the role it plays. Organisations are focused on innovation and transformation, but what they're really talking about is going from a current state to a future state, and all that change happens through projects and programmes. What's necessary for organisations to recognise is the strategic capability to deliver strategy through projects and programmes. When that happens, we believe that the overall value of project management will go up. The role that knowledge transfer plays specifically, is helping organisations deliver project results. We know from research that organisations that are highly effective at knowledge transfer have better success in projects. As more organisations use knowledge transfer, the overall value of project management will go up as well. There are other things that are needed, such as an overall awareness of what project or programme management actually is. We did a different global study with executives, and asked them about it. They felt that both strategy development and strategy implementation was important. In fact, 88% said it was important, but when we asked them if they were any good at it, 61% said they were not, and surprisingly only 17% of them said it was strategic. This means that they thought that implementing strategy was operational or tactical, or something else. Unless they actually recognise that strategy implementation is equivalent to strategy development, whatever they do will be lower valued.
In what ways does knowledge transfer take place?
We identified in a research that there are five key steps. One is identifying the specific knowledge to be captured, then actually capturing it, sharing it, applying that knowledge to future projects, and finally assessing the benefits. How it can be shared is really in the area of sharing and application. Every organisation does it differently, but all of them generally have a kind of a centralised repository of information. This could be an intranet site or some technology-enabled way for them to actually bring all of that knowledge that was captured about a project's success or failure into a central area. The way in which it is shared is what's unique. Some leave it in the central repository to be pulled out by the individual, but leading organisations are actually a lot more proactive and create opportunities. They have communities of practice where they can engage and network around key themes. These organisations offer smaller focused groups that they frequently call lunch-ins or knowledge lunch-ins. Those who are interested in risk management, scheduling or some other aspect of project management get together in small groups and discuss the challenges, failures, opportunities and successes. Nowadays, they do storytelling and use social media as well, so it’s a different means to get it out there. What’s important is that they're moving away from that passive ‘there's knowledge out there, go find what you need’ attitude to a more proactive interface with their teams. What are the challenges of trying to encourage people to implement knowledge transfer?
The reality is that you gain more knowledge by sharing knowledge, and I think in this era, individuals recognise that. What we've seen in our research is that organisations have actually developed a culture that encourages and embraces knowledge sharing and project management. They've also created incentives and rewards for those people that actually January 2016 Middle East Consultant 27
On Site mark LaNGLEY
DEWA, Emaar Properties and BMI. It is evident that from a leadership standpoint they see a need for project management in Dubai and have created DIPMF to give a dedicated focus to the adoption of it. I think it begins with the leadership. They understand that in order to fulfil their ambitious agenda of innovation and change, they must invest in project management as it key in delivering all strategic change. Besides Dubai, are other countries in the Middle East keen on project management?
Absolutely. Among GCC countries like Saudi Arabia, Saudi Aramco has been aligned with PMI for many years, Saudi Telecom is a member of our global executive counsel. Qatar and Kuwait, are also very active in project management and with PMI at different levels. It’s very prevalent in the region and is increasing, which is encouraging. Project management professionals are now being seen as not just project leaders but business leaders of an organisation.
share that knowledge and where they see success as a result of that knowledge transfer. This brings recognition back to the individuals that helped contribute to that and they gain knowledge personally as well. It all starts with leadership within the organisation making it a priority, applying the resources to it and recognising it from an employee’s standpoint. You work closely with the government. How far along are they in accepting this discipline wholeheartedly?
The Dubai government in particular is very broad minded right from His Highness Sheikh Mohammed Bin Rashid Al Maktoum Prime Minister of the UAE and Ruler of Dubai. In terms of the vision he has set out of a clear strategy for Dubai and many Director Generals in the Executive Council have themselves embraced the value of project management. They're putting in many of the key trends and practices that we identify in our research and are aligned to global standards like PMIs. They're implementing career paths, career training and development, including certification like PMIs, PMPs and our standard PMI BOK Guide. They're very serious about project management, and I believe that they've already gotten to the point where they recognise the value. How did you get them to understand that they could actually save a lot of capital through project management?
What we know is that project management is most successful when there's an engagaed executive sponsor or when there are leaders within the organisation, and I think that's what you're seeing here in Dubai. The RTA is the organiser of the Dubai International Project Management Forum (DIPMF) and we're co-organisers with 28 Middle East Consultant January 2016
At what point does project management become hard to ignore?
We know from research that those organisations whose business is projects and programmes, like the RTA or DEWA or the Airport Authorities, are implementing it. In fact, when an organisation's business is implementing projects, they tend to value project management sooner and greater. It's organisations who are probably in a different line of business, like those in pharmaceutical, healthcare or information technology, that may not treat project management with the same overall value. In the end, every organisation is in the project management business because in order to implement whatever they're doing, it’s going to happen through projects and programmes. The sooner they sit up and realise it, the sooner they will start to invest in it. What are your thoughts on the future of project management in the Middle East?
I think the future is bright, and I'm very optimistic about the Middle East, the UAE and Dubai in particular. In the future of project management, I believe that what you'll see is a project manager being developed as more of a project leader. They'll be reviewed as a leader not just of the project but within the organisation itself, which will create opportunities. We know that in other parts of the world, organisations look at project management professionals as their next business leader because they look at all aspects of the organisation. It’s essentially an internal academic ground of management training for future business leaders. What you'll see is greater overall success in projects and programmes, which will likely lead as an interesting circle of influence. The more successful you are, the more ambitious your plans get, so you'll see more challenging and visionary projects in Dubai in the future, because they will have the capability to implement them.
We thank each one of you for all the support and the trust bestowed over the last 35 years. Our milestones and awards define you! Another feather in our cap;
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Tel: +971 (4) 338 4277 | Fax: +971 (4) 338 4299 | Email: admin@ckr.ae | www.ckr.co.za/dubai
My School, My office
Salim Hussain, principal architect at Atkins Middle East, assesses the similarities between schools and office spaces, and the influence of design on both
30 Middle East Consultant January 2016
oN SiTe MY SCHOOL, MY OFFICE
Insight
E
very morning, parents across Dubai drop their children to school and then make their way on to work. Both parents and children wear uniforms in a sense, for their role as defined by society.
While childreN are expecTed To go To
school to learn, adults are expected to go to work to be productive, making it a compulsory situation for both, and with this parallel functionality, the role played by both parents and children can be compared. However, as an architect, I am equally intrigued by the physical environments, the comparisons between the professional workplace and a learning environment, and the development of both. As more economies become knowledge-based, they need to coax more out of workers. Offices these days need to be designed as flexible, creative spaces that allow the next genius to have his light bulb moment. In fact, modern workplaces led by Apple, Google, Samsung and others are now heading towards an open, collaborative environment. These are designed to harness the power of the group to develop solutions that are more complex and ingenious than if developed by an individual. Alongside technical know-how and advancement, these spaces also make the workplace more socially interactive than ever before. Whatever the drivers are, this is a departure from the historic office, where the staid physical environment reinforced the clock-watching mentality and did not inspire innovation. If this is the case, then how are schools nurturing the next generation to be creative minds of the future? If tomorrow’s adults grow up in rigid boxes that teach them to think in a January 2016 Middle East Consultant 31
ON SITE MY SCHOOL, MY OFFICE
Office spaces are being designed to harness the power of the group to develop solutions that are more complex and ingenious than if developed by an individual.
particular way, how will they cope when they're thrown into open, cooperative environments? How are the technical and social skills of tomorrow’s worker being developed? The answer is that school design is also evolving. It has moved forward just as the workplace design, in recognising the need of the individual and not just the group. Schools are becoming more inclined towards offering personalised learning that accommodates collaboration and group learning as well as individual work. This in turn gives learners greater flexibility. The modern teacher at the head of the class is not aligned to the traditional stern, dictatorial figure. Teachers are now seen more as facilitators to help children explore avenues for learning, whether as individuals or in groups. Technology, be it a smartphone or a tablet, has not only become common in schools, it has infused the everyday life
of almost every child and adult in the developed world. In the learning environment, technology has revolutionised curriculum delivery. By using tools that children are familiar with, learning becomes a fun and familiar experience. This new technology is also very mobile, unlike PCs, meaning the child does not have to sit in a room with a computer connected to a socket in the wall. As a result, the cafeteria, the playground, the stairs – all become classrooms. Given this flexibility in the delivery of learning, schools are incorporating these ideas into their layouts. The idea of single-function spaces is being replaced by multi-purpose spaces, where social space becomes the work space. These are flexible, exciting spaces that allow creativity and passion to be nurtured, not spaces where the requisite hours
“Schools are incorporating the flexibility of delivery into their layouts. The idea of single-function spaces is being replaced by multi-purpose spaces, where social spaces become the work space”
32 Middle East Consultant January 2016
ON SITE MY SCHOOL, MY OFFICE
are mundanely completed by students before they go home. This environment, which is activated by the students, is akin to the modern workplace, where corridors are meeting places to allow creativity to flourish through chance encounters. Alongside physical and technological advances is the school curriculum and its implementation by teachers, which can be aligned to working practices. The implementation of flexible working practices, including the absence of employees from the workspace, requires trust that the work is being done even if it cannot be seen. This is perhaps the biggest shift in approach, and one of the slowest things to change. For many years, the logic has been to oversee workers, to ensure they are completing the task. Consider the Larkin Building by Frank Lloyd Wright over 100 years ago. While considered an innovative solution to office design, it retains a controlled environment where workers are seated in a great hall that can be monitored as required. Similarly, historic doctrine required the student to be present in the school, on their seat, in their classroom, as this is where they were learning. The modern approach to learning has become more aligned to the idea of flexible working. One of the best examples of this change in the school environment is Ørestad College in Denmark, by 3XN. Here, the architect and educators have collaborated to form a flexible physical space that allows differing modes of learning, which means teachers have had to updated their teaching methods to suit. The relatively open plan school engenders a unique learning environment, and the openness creates an acute awareness and appreciation of neighbours’ needs, which helps modify the behaviour of everyone in the building. This starts to become a means of social education and the school becomes a training ground for the social environment. Learning how to interact with others is a vital social skill for any child and this interaction, which develops social behaviour, cannot be left to chance in the playground, where it has the potential to be a negative experience for many children. Therefore, the design of physical spaces must consider the social use of these spaces, and how they can generate an organised environment for controlled social interaction, such as how users arrive, assemble, learn, play and so much more. While not all interactions can be anticipated, considering how the spaces can be used – positively or negatively – is paramount for the designer. It could be argued that in a multicultural society like Dubai, when you have a diverse mix of cultures forming one society, you need to cut through to something that everyone understands. But this does not mean going to the lowest common denominator. Rather, we need to be elevating everyone to the highest possible level. There is a correlation between good office space and
“At Ørestad College in Denmark, the architect and educators have collaborated to form a flexible space that allows different modes of learning. Teachers have had to update their teaching methods to suit” successful outcomes, which essentially means that good physical environments lead to more productive staff, meaning more profitable and successful companies. Technology has been harnessed to allow people to work in many locations, including at home. Alongside this, trust between managers and workers has slowly increased to allow the flexible environment to work and succeed. Schools have also benefited from this new approach to collaboration. They have adapted their physical environments, incorporated new technology and started to embrace the idea of self-responsible students. All this will help to engender positive outcomes for students, to help them become agile, confident, collaborative individuals with empathy for their colleagues, to ensure they can tackle the challenges of the future, which none of us can predict.
Open school plans encourage a unique learning environment and create an acute awareness and appreciation of neighbours' needs.
January 2016 Middle East Consultant 33
On Site schrÉder
Opinion
Heba Kafrawy is the marketing manager at Schréder Gulf and Fadi Shanaah is managing director at Schréder Middle East.
When the unconnected connect Nearly everything in cities has some form of connectivity. the internet of things will transform communication and perception Experts believe that Dubai’s smart city vision could create one of the most connected and sustainable urban centres in the world. According to the United Nations, in today’s increasingly global and interconnected world, over half of the world’s population (54%) lives in urban areas. The coming decades will bring further profound changes to the size and spatial distribution of the global population. Continuing urbanisation and overall growth of the world’s population is projected to add 2.5 billion people to the urban population by 2050, with nearly 90% of the increase concentrated in Asia and Africa. At the same time, the proportion of the world’s population living in urban areas is expected to increase, reaching 66% by 2050. Fadi Shanaah, managing director for Schréder Middle East, a leading outdoor manufacturer which has integrated multiple systems, says, “The main challenge that Dubai could face is to foresee resources in developing smart city projects, which would facilitate free Wi-Fi, as well as other systems to be interconnected in all public places.” In 1950, 750 million people lived in cities; today, four billion people live in cities. How can we anticipate demography, technological 34 Middle East Consultant January 2016
advancement and interconnection and social requirements? How can we prepare our cities for this expansion while maintaining a scalable and adaptable model? Shanaah believes that this growth is a challenge and an opportunity. “Urbanisation can push innovations and distribute wealth more evenly. If not well defined and implemented, this could lead to complex systems becoming quickly obsolete and not providing the intended result of easing information, thereby forming a safer environment and comfortable living.“ New challeNges require New solutioNs
Up until now, the internet has been used primarily as a medium to transfer and exchange data as well as being optimised for access and speed. Experts now agree that the next stage of the ‘Internet for People’ is influenced by the introduction of the Internet of Things (IoT). The world is moving past standalone devices, and into a new era where everything is connected. Times have changed immensely and it is rare nowadays to find a product without some form of connectivity. The IoT will transform communication and the way things are perceived about the world. Internetconnected ecosystems, including TVs, cars, wearable computing devices and consumer and business tools, will soon be connected to the IoT. Shanaah says that all cities with smart initiatives will have different priorities. “Most developing cities will have safety and security as their top priority. Developed cities will look at energy, transportation and the environment as their most important areas, while safety and security will be much lower down the list.”
On Site schrÉder
Streetlights these days double up as not only light sources, but also devices that help monitor energy consumption.
the possibilities are as eNdless as the imagiNatioN
Products are becoming more intelligent. They have the ability now to do more than their initial purpose – they can connect, provide data, assess situations and react. Based on the ability of systems to do more than just switch on and off, the possibilities of intelligent products open a new set of doors. Remember when streetlights were for illuminating roadways and walkways? Those were the days when a light was indeed just a light, and a ballast was just a ballast. Today, lighting has gone digital with the advent of LEDs and electronic chips. Streetlights are starting to double up not only as light sources, but also as information technology do-it-all devices. These devices help cities monitor and control their energy consumption and adjust the precise lighting levels required to prevent light pollution. The progress that products have made could
transform smart cities into more than just digital cities. For example, a few governments in the GCC have partnered with SchrĂŠder beyond just being a lighting partner, to capitalise on new product developments such as the Shuffle. This modern interface creates added value for outdoor living spaces with integrated features such as loudspeakers, CCTV, WLAN, EV chargers and visual guidance. Smart systems no longer work in isolation but react seamlessly in symbiosis with each other to the ever-changing environment. For example, the lighting level goes up in a street as an accident has been recorded by the Shuffle camera. This then sends data to various entities through sensors while informing people through the PA/VA of the process to follow. Competition among cities to engage and attract new residents, businesses and visitors means constant attention to providing a high quality of life, a safer environment and a more
vibrant economic climate. In 2014, a survey was conducted in the United States to understand the top defined smart city attributes, and 70% of the 1,000 respondents agreed that 4G technology should be available throughout the city for residents and visitors. The stay-connected-on-the-move WLAN in Shuffle creates a more enjoyable experience. Tourists can connect to any Shuffle pole and download information about the area surrounding them. In the meantime, it could serve as a business tool to view the latest information, emails and social updates. Lighting is no longer just about providing the right amount of light to an exposed area, it is also about turning information into action that creates new capabilities, richer experiences and unprecedented economic opportunity for businesses and countries, while enhancing individual urban experience, safety and happiness. January 2016 Middle East Consultant 35
on site roundup
Update UAE’s Al Habtoor plans $544m in hotel investment in 2016 UAE-based Al Habtoor Group says it has allocated AED 2 billion ($544m) to be spent in international hospitality acquisitions in 2016. The announcement came as the conglomerate reported strong growth across its major divisions, recording revenue increase of 16% over the first nine months of 2015 compared to the same period a year earlier. The value of the company’s investments and expansion initiatives in Dubai is currently AED12.5 billion ($3.4bn), it said in a statement. Al Habtoor Group’s hotels division saw revenue increase by 23% in the first three quarters of the year. The firm’s local assets include the Waldorf Astoria Dubai Palm Jumeirah and the Habtoor Grand Beach Resort & Spa. In addition, the group recently opened the St. Regis Dubai at its Al Habtoor City development, which will see two other five-star hotels open early next year: the W Dubai – Al Habtoor City and the Westin Dubai, Al Habtoor City. Other properties in the pipeline include the Al Habtoor Polo Resort & Club in Dubailand, the centrepiece of which will be a St. Regis Hotel. The resort, which will be surrounded by 156 luxury villas, is due to open at the end of 2016. Another development under construction is the new Metropolitan Hotel on Sheikh Zayed Road.
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In terms of international ventures, the Al Habtoor Group has partnered with the Ritz-Carlton for a property in the Elizabeth Park Hotel Budapest. The conglomerate also owns the InterContinental Budapest Hotel on the Danube River. Moreover, the Dubai-based group has two hotels in Lebanon: the Hilton Beirut Habtoor Grand and the Hilton Beirut Metropolitan Palace. Last year, the firm entered the US hospitality market for the first time, buying the President Abraham Lincoln Springfield, a DoubleTree by Hilton Hotel. “I am eying further investments abroad,” chairman Khalaf Ahmad Al Habtoor said. “I am always considering international growth and looking for sound investments abroad. My focus is on Europe and the United States.” Occupancy rates at the company's Dubai hotels saw above average capacity for much of the year, and revenue at all the international properties recorded double-digit growth in the first nine months of the year, the chairman said. “We are looking forward to 2016. We have ambitious plans for the future; however, it is not time to be complacent. We are an active player across many sectors and play a key role in the UAE economy. Therefore we need to ensure we have the right teams in place to reach our full potential.”
Egypt’s sODIC, HElIOpOlIs HOusIng tO CO-DEvElOp East CaIrO prOJECt Egypt-listed Sixth of October Development Company (SODIC) says it has been offered the role to co-develop an integrated project in New Heliopolis, East Cairo, that spreads over 655 acres. The agreement, announced in a press release, entitles SODIC to 70% of residential unit revenues and 69.8% of commercial and retail revenues, while partner Heliopolis Housing will take 30% of residential unit revenues and the remaining 30.2% of commercial and retail revenues. “We are very excited to have been awarded this land. This is the beginning of an aggressive growth strategy for SODIC and we look forward to growing our land bank further in the foreseeable future,” said Magued Sherif, managing director at SODIC.
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Meydan One Mall final design “to be confirmed by first quarter of 2016” The final design and layout of Meydan One Mall will be confirmed by the first quarter of 2016, reports Gulf News. The development will add an extra 5.8 million square feet of retail capacity, including a 400m boulevard of luxury brands and more than 650 shops. “We have just held workshops with potential retail partners and there were also discussions held on what it is we are trying to create with the Meydan One Mall. We are sourcing feedback from them, and by Q1-16 we will have a pretty clear idea as to how it should look and these will be communicated to all stakeholders,” Mohammad Al Khayat, head of Commercial and Free Zone at Meydan Group, told Gulf News. Meydan One Mall will also have a multipurpose ice arena that will hold 12,000 visitors. Additionally it will also boast the world’s longest indoor ski slope, stretching over 1.2km.
Meydan One Mall will boast the world's largest indoor ski skope at 1.2kms.
JLL launches India desk in Dubai Real estate advisory JLL has announced the launch of an India desk in Dubai to facilitate cross-border investments between India and the GCC. The service will advise investors acquiring as well as managing their real estate investments and holdings in India, while also advising investors and developers from India on entering the UAE and wider GCC markets. “India has had a longstanding partnership with the UAE, and it continues to play a huge role in the region’s economic success. As business
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interests resonate across borders, it is an opportune time for JLL to set up a platform to facilitate cross-border investments,” said Gaurav Shivpuri, head of Capital Markets JLL MENA. Shobhit Agarwal, managing director for Capital Markets at JLL India, added, “We continue to see a significant interest from investors and developers from the GCC for India, and vice versa. By establishing this channel, we will ensure that our clients are able to unearth high potential investment opportunities in India and GCC real estate
as well as receive the same high quality of services that they are accustomed to across the globe. The market for crossborder investments has opened up considerably in recent times – and as always, we intend to be in the right place at the right time, offering the right services.” Besides advising investors with real estate interests in both regions, the desk will also offer capital market services including private equity placements, investment sales, joint ventures, debt syndication, investment acquisitions and investment analysis and structuring. It will also help process proposals from developers seeking to capitalise on opportunities in both places. The desk will be led by Swati Shanker, Lead of the India Desk, Capital Markets JLL MENA, based in Dubai; and Amit Pande, Head of Private Wealth, India & Middle East, JLL India Capital Markets, based in Mumbai.
on site roundup
King Abdulaziz Airport set for late 2016 completion Saudi Arabia’s new King Abdulaziz International Airport (KAIA) is expected to be ready by the end of 2016, the General Authority of Civil Aviation and project officials said after a recent site visit. The airport is set to begin receiving international flights by mid-2017, after the commissioning phase and period of operational testing, Arab News reported. It is set to include a 33km conveyor belt, an automatic train to transport international passengers and around 96 air bridges serving aircraft of different sizes, of which four will accommodate the Airbus A380. According to officials, 86% of construction work has been completed, including the core business lounge, a 136m control tower with supporting facilities, roads, bridges, infrastructure and rain drainage networks. Phase one of the project includes a
terminal complex measuring 720,000sqm. There will be five lounges for first- and business-class passengers, two for departing international flights and two for departing domestic flights, while the fifth will be for passengers connecting with international and domestic flights. It will also feature a mosque
accommodating approximately 3,000 people with an outdoor prayer yard measuring over 2,450sqm. An upper level for at least 700 women will also be available. On completion, KAIA will have the capacity to accommodate at least 30 million passengers per year.
Villa sales on Dubai’s Palm Jumeirah top $255m Villa sales on the Palm Jumeirah in Dubai raised AED 938 million ($255m) between January and October this year, according Analysis has found that the price per square foot has dipped to $680.
to data from real estate tracker Reidin and analysis by Luxhabitat, which noted that the residential market price per square
foot declined by up to 16.4%, in line with the rest of the market over the past year. “The decrease in prices per square foot at the Palm Jumeirah is reflective of the natural correction of the market. There are, of course, sellers waiting for prices to drop, but what we are looking at is really a plateau in prices,” said Anne Ogilvie, Palm Luxury sales specialist at Luxhabitat. Price per square foot was AED 2,317 ($630) in 2013, while last year villas on the Palm sold at AED 2,992 ($814) per square foot. This year, average price has dipped to AED 2,499 ($680) per square foot, and Luxhabitat predicts that villa prices will rise again in the next 18 months due to renewed interest and increased retail options by 2020. The report concludes by saying that on observing the net change in prices over the last two years, the Palm Jumeirah has seen a 13% net increase in price per square foot, thereby indicating that demand remains stable. January 2016 Middle East Consultant 39
On Site KHAWAR KHAN
Final word
Khawar Khan is a research manager at Knight Frank Dubai.
Dubai Vs Other Global Hubs Dubai continues to make strides as a tourist destination and manufacturing hub. Financial services has returned to growth as well In recent years, Dubai has further confirmed its position as an important regional hub. The growth of logistics, tourism and business services, as well as the emirate's image as a luxury lifestyle location, have all been central to this. But how does it stack up against other global hubs? Dubai continues to make strides as a tourist destination and an air travel hub. Visitors are staying longer to enjoy the city’s attractions, with the average length of stay rising from two and a half nights in 2004 to three and a half nights in 2014. What’s more, Dubai International (70.5m) overtook London Heathrow (68.1m) last year to become the world’s top airport for international passenger traffic – impressive given that less than a decade earlier the former was handling around half the volume of the latter. In the hospitality sector, the total number of keys per capita in Dubai is significantly higher compared to other selected hubs. Moreover, when looking at luxury keys per capita, the gap opens up further. This surge in new supply, coupled with a strengthening in the UAE dirham more recently (which has hit demand), has begun to apply downward pressure on both average daily rates and occupancy. Even more significantly, the UAE saw cumulative growth in exports of almost 117% between 2004 and 2014 – around twice as fast as Germany (58%) and Singapore (61%). Undoubtedly, the UAE’s strong export performance has been helped by the excellent quality of its transport infrastructure. 40 Middle East Consultant January 2016
All of the above suggests that the UAE’s prospects as a regional logistics hub are secure in the short to medium term. Partly because of this, as well as Dubai’s continued success in leveraging its strategic position between East and West, tenant demand for quality industrial and logistics property in the UAE has been outpacing supply in recent years. Turning to the financial and business services sector, the rise of Dubai International Financial Centre (DIFC) over the past decade has helped extend the emirate’s lead as a hub. With IMF projections showing that the federation will grow at an average rate of 3.6% annually from 2015 to 2020 (faster than Germany, the UK, the US, Hong Kong and Singapore), it is unsurprising that international businesses continue to set up shop in this market. Moreover, the fact that the UAE is becoming an easier place to do business also helps. In fact, it takes just eight days to start a business – not too far off the six days needed in the UK and US, and less than the 15 days required in Germany. Since 2011, the financial and business services sector has returned to growth, office take-up has been rising and the availability rate has been heading down, leading to increasing investor demand for institutional-grade buildings. Meanwhile, in the residential sector, prime home prices in Dubai saw an uplift of 59% over the five years to the end of 2014 – a better performance than London (52%), New York (47%), Hong Kong (31%), Paris (18%), Singapore (7%) or Sydney (2%). But, as widely reported, Dubai’s residential sector has faced headwinds over the past year, leading to falling prices. In annual terms, prime home prices fell by 4.5% in Q2 2015; however, this was a smaller magnitude of decline compared to the mainstream segment’s 12.2% decrease. Also, the new residential supply pipeline for the prime segment is not significant, suggesting that prices over the next 12-18 months should maintain a greater degree of resilience.