ME Consultant October 2015

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InsIght and analysIs for constructIon specIalIsts

Insight

Remodelling mid-market hotels on topic

Exploring the in-house / agency recruitment partnership analysis

Understanding the relationship that keeps a structure standing

scaling new heights Skidmore, Owings and Merrill reveal its strategy for the Middle East

WHEN RELIABILITY AND DEPENDABILITY IS KEY.

CONTENTS

October 2015

04 04

On topic

09

news and VIews frOm acrOss the mIddLe east OnLIne news

CPI’s digital platform for construction news

07

14

On tOpIc

Exploring the relationship between in-house and agency recruitment

14 14

In practice anaLysIs, InsIghts and InterVIews InterVIew

20

George Efstathiou and Uwe Nienstedt reveal Skidmore, Owings and Merrill's plans for the Middle East and its journey so far

34

anaLysIs

20

Understanding the relationship between structural engineers, architects and MEP InsIght

26

30 30

Identifying the lifestyle products that can be introduced in midmarket hotels while keeping them pocket-friendly

32

On site

26

case studIes, OpInIOns and snapshOts educate me

Omer Al Jamel explains why Kone escalators are of superior standards

32

eVent preVIew

ME Consultant explores what's in store for visitors at The Big 5 in Dubai

34

specIfy me

The benefits of opting for metal ceiling systems over mineral fibre tiles

36

cOmpany news

Design for Burj 2020 tower unveiled at Cityscape Global 2015

40

fInaL wOrd

Darren Bellew of Faithful+Gould talks about the recovery strategy for Middle East distressed assets

36 October 2015 Middle East Consultant 1

WELCOME

Editor’s note Group GROUP CHAIRMAN AND FOUNDER DOMINIC DE SOUSA GROUP CEO NADEEM HOOD

Building Relationships

PUBLISHING DIRECTOR RAZ ISLAM raz.islam@cpimediagroup.com +971 4 375 5471 EDITORIAL DIRECTOR VIJAYA CHERIAN vijaya.cherian@cpimediagroup.com +971 4 375 5713

I

n any profession, building relationships with the people you meet is crucial, be it clients or team members. But considering we encounter people by the dozen, it’s not often that we fully appreciate their value in our lives and organisations.

This month’s edition of Middle East Consultant focuses on the importance of establishing a connection with the people you work with.

The feature on structural engineering is a perfect example of this, highlighting how essential it is for teams to communicate to keep a project standing and fully functional.

It stresses the fact that even the slightest miscommunication can be a costly affair, and perhaps disastrous.

From a human resources perspective, having a good rapport with people in an organisation can help attract other potential talent through their networks, as discussed in the recruitment feature. After all, as Charlie Parish from Redpath Partners rightly points out, social networks can only get us so far, and there will always be a need for human interaction.

My interview with Skidmore, Owings and Merrill reinforced the importance of focusing on each individual client relationship that could translate into more business opportunities in the long term. In fact, this bond with every individual client has helped them do business in the Middle East since 1954.

Once again, I’d like to encourage everyone to nominate themselves for the Middle East Consultant Awards that we’re all really excited about. The awards are on the 6th of December and the deadline for nominations is the 20th of October.

We’re all looking forward to a lovely evening at The Terrace between the Towers, Jumeirah Emirates Towers, and I’m sure it will give us all the chance to forge relationships that will last a lifetime.

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

Advertising COMMERCIAL DIRECTOR MICHAEL STANSFIELD michael.stansfield@cpimediagroup.com +971 4 375 5497

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EDITOR'S CHOICE

READERS' COMMENTS

Construction underway at Dubai’s Marina Gate

“The Mecca crane disaster was truly tragic and my thoughts go out to those involved. Those responsible – if indeed someone is at fault – should be brought to justice.

And the construction industry across the Gulf certainly needs to take note of the safety issues raised. But Saudi Arabia’s quick action to investigate the incident, and disclose the results publicly, is worthy of praise – as is the speedy announcement of compensation to the families of the many victims”

1

Crane collapse: Saudi Binladin Group barred from new projects Construction giant’s executives not allowed to travel after Mecca tragedy in which at least 107 died PHOTO GALLERIES

2

Mecca crane "could not withstand intense winds" Crane was reportedly fixed to the ground with four 1000-tonne foundations

A visit to the under-construction mixed-use The Residences at Marina Gate development.

See photo galleries at: meconstructionnews.com/photos

3

Mecca crane collapse: Saudi king promises public investigation King Salman visits the Grand Mosque

Craig Smith-Jones, comment to story ‘Mecca crane collapse: Saudi king promises public investigation’

4

Dubai’s $272m Mall of the Emirates expansion completes The UAE-based retail giant Majid Al Futtaim is set to open the mall’s 36,000sqm retail extension on September 28

5

Cityscape: $5.4bn Sharjah Waterfront City officially launched Sharjah Oasis Real Estate Development has signed agreements for two hotels to be part of the upcoming project

READER POLL Can Dubai sustain another ‘megaproject’ like Meydan One?

22% 19% VIDEO

Nissan Patrol breaks world record in Jordan The Nissan Patrol has clinched a Guinness World Record for the fastest production car to ascend a 100m sand dune.

See videos at: meconstructionnews.com/videos

Yes: Demand is already there in the market

No: There is insufficient demand

25% 33% Yes: Build it and they will come

No: The focus should be on ‘affordable’ projects

Log on for the latest from across the Middle East construction sector. Write to the editor at contact@meconstructionnews.com

4 Middle East Consultant October 2015

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RECRUITMENT How agencies and in-house recruiters source the best talent for Middle Eastern companies.

On topic F

Building Human Capital Davina Munro explores how agencies and in-house recruitment teams work together to head hunt the best talent in the region

or any company to stay at the top of their game, having the right set of players on a team is essential. Sourcing and approaching the perfect candidate for the job is never a simple task, which gives rise to the question of whether to entrust the search to an in-house team or use an agency.

While the methods used by the two may differ, they each bring their own advantages to the table, and therefore using a combination of the two is likely to be more beneficial to a company than relying solely on either one.

When it comes to the recruitment process and sourcing a candidate, Mamoun Taraboulis, regional resourcing manager at Mouchel, says they like to get a head start on things by teaming up with their bidding managers and hiring managers at an early stage when a project is identified.

"We have our resource planning and we forecast the manpower requirement for a period of one year.

We try to find a candidate ahead of time, and once we have the new project awarded, we have almost a majority of candidates who are identified, after which we can expedite the mobilisation process.

"We first look internally at our own engineers, some of whom may be looking to end up on a project, so we give them priority. Additionally, we also try to bring talent in from our business in the UK, therefore we merge our local expertise with our international expertise to bring valuable skills to the client.

"Besides advertising on our websites, we use social media, which is ideal for networking and looking for talent. Word of mouth is also a very effective and efficient tool. After all, the best person to attract talent is someone who is in the industry and knows who can be suitable for the business. In addition, from time to time we take part in recruitment fairs and virtual job fairs as well.�

October 2015 Middle East Consultant 7

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on topic RECRUITMENT

Mamoun Taraboulis, regional resource manager at Mouchel Consulting.

From an agency perspective, Charlie Parish, director at Redpath Partners, says that they provide contingent and executive search methodologies to the property and construction industries, and when it comes to sourcing a candidate, it entirely depends on the assignment from a client.

"We typically source from our extensive network of passive candidates, i.e., candidates who are not actively seeking a move but are interested in suitable opportunities when they arise. In addition, we have many long-term relationships with our candidates who respect our confidentiality and service, and who act as an excellent referral network for us.

"Redpath Partners also shares an integrated database across all our offices, which enables us to source candidates from overseas. We also use the typical social media tools at our disposal that all recruiters engage with."

So what are the qualities they look for in a candidate?

Taraboulis notes that their search depends on the client's requirements and the nature of the project. “We use a number of tools for recruiting senior positions, including professional organisations such as the ICE, LinkedIn, and we actively head hunt as well.”

“When looking for senior positions, we have our own directors in the company who help us in identifying the right candidates through their networks. We enjoy the challenge of sourcing

Mark Salisbury, head of Recruitment at WSP | Parsons Brinckerhoff.

for a senior level position, but we always need to ensure that we have the right amount of rigour involved in the process, so we follow various stages like technical, behavioural, social and cultural, to name a few.”

Parish says that as an agency, they focus on the technical discipline, but it typically comes down to the personality of the candidate. "We go through a proper screening of our candidates and apply a strong understanding of the culture and DNA of our clients, which is just as important as the technical skills and projects experience. Relevant professional qualifications are also important."

"We follow confidential search principles so that the candidates feel assured they are being approached in a confidential manner. Wherever possible, we will meet the candidate in person to determine their suitability and genuine interest, and then provide a full reference and qualification

Charlie Parish, director at Redpath Partners.

check where required by the client."

Having been in the region for eight years and in the industry for six years, Mark Salisbury, head of Recruitment at WSP | Parsons Brinckerhoff, says that as an in-house recruiter, he is well versed with the benefits of using an agency, especially because specialist agencies often have better knowledge of a specific market.

"We use agencies and we will continue to do so, because if used properly, and when there is a good relationship in place, they add a tremendous amount of value. As a specialist recruitment company in that particular field, it's their job to add value and so they would have greater knowledge of that specific market than an internal recruitment team might have.

"For example, we'd use a specialist recruiter for an executive role in a particular market because that's their job day in and day out. You'd expect

“We try to find a candidate ahead of time and once we have the new project awarded, we have almost a majority of candidates who are identified and then we can expedite the mobilisation process” October 2015 Middle East Consultant 9

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6 December 2015 The Terrace Between the Towers, Jumeirah Emirates Towers www.meconsultantawards.com

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on topic RECRUITMENT

them to have more knowledge than an internal recruiter who's working several different markets and different positions."

While in-house resourcing teams reduce the cost per hire, and the time to find candidates and get them mobilised, Taraboulis also agrees that using an agency from time to time can be significantly helpful. This is especially true when it comes to massive requirements which can't be handled by only the in-house team.

“Recruitment agencies can assist and help with sourcing for challenging or difficult-to-fill positions, and when we have mass recruitment needs. In case we have very large projects and our in-house team has no time to go through all the requirements, agencies can help us cut it short in terms of advertising vacancies and arranging technical input. But if we can do it internally, then we source the candidates and close the position in-house rather than go to an agency.

"Our relationship is more with the agents than with the agencies. It’s about working with

“We go through a proper screening of our candidates and apply a strong understanding of the culture and DNA of our clients, which is just as important as the technical skills and projects experience”

an agent, so when you build up that relationship with them, they understand exactly what you need and they have their connections through whom they can bring qualified candidates."

Parish points out that a specialist agency's independent relationship with candidates also means that they have the advantage of knowing which candidates are willing to make a move but would otherwise not speak openly about their availability.

"Sometimes candidates often are in the top tier of their profession and have the highly desired skill sets that our clients are looking for, and prefer to be represented by a third party as opposed to a direct in-house recruiter. This is particularly the case with senior appointments.

"Additionally, we also provide a seamless extension of our client's recruitment and marketing departments and enable in-house teams to be more efficient. This we do by reducing those all-important time-to-hire ratios through candidates we are able to supply to them, having already saved valuable time through our own

Recruitment agencies can help with sourcing candidates for difficult to fill positions.

October 2015 Middle East Consultant 11

on topic RECRUITMENT

internal candidate screening processes."

However, there are challenges in terms of attracting the right talent and finding a good agency–in-house match.

Salisbury says, "I tend to stick to a small number of agencies with whom I have built up a relationship with over the last six years, and we are aware of how we complement each other. In terms of the market, I think any company out there would tell you that finding the truly great people is always a challenge because they are not in great numbers. But WSP | Parsons Brinckerhoff has a good reputation in the market.

"Last year, we got the Great Place to Work award in which we ranked the 12th best place to work at in the Middle East or the UAE. This really does enforce us as an employer of choice, and it does help us a lot with attracting key talent."

Despite social media platforms adding value, there will always be a need for human nteraction.

12 Middle East Consultant October 2015

“Social media makes the world a much smaller place and generally over half of our hires last year came from our own networks. This came from places like LinkedIn and Facebook” Taraboulis notes that another challenge is ensuring that the agency specialises in one particular field. “It's very important that when we go to an agency, they are specialists who only work and focus on the business that we do, because some agents have a general background and they focus on different industries. It's always better to work with

people who focus on the main engineering aspect because they have better networks as well."

In terms of challenges from an agency's perspective, Parish says, "Relationships and trust with in-house teams is important. We work best with those who see us as a valueadd to their recruitment strategy, rather than necessarily a threat."

Despite the challenges, the recruitment process is evolving and the future of recruitment will involve brands largely focusing on capitalising on the opportunities that social media platforms provide. "Social media makes the world a much smaller place, and generally over half of our hires last year came from our own networks. This came from places like LinkedIn and Facebook," says Salisbury.

"We use LinkedIn quite extensively, and we have a very large global reach through this.

Couple this with the fact that people whom we employ in the business are from all over the world, we know that they bring with them their network of good people they've worked with in the past."

Taraboulis is upbeat as well and says, “The future of recruitment is very promising.

We always focus on employer branding and marketing and this is a key element in the recruitment process. With current technology and social media, we have a more visible platform and can attract thousands of applicants without spending much on advertising and agencies.”

Parish concludes by saying that while social media adds value to the recruitment processes, people still like working with people.

“There will always be a need for human interaction, particularly when hiring for key midsenior or executive level positions. Ultimately, if a company wants to have access to the best talent in the market, the specialist agency recruiter will always have a key role to play.”

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IN PRACTICE SKIDMORE, OWINGS AND MERRILL

Interview

SCALING NEW HEIGHTS In concrete jungles like Dubai, it's never an easy task for an architect to build a structure that stands out from the crowd. But right from the mid-1930s, designing an eye-catching structure has been a key selling point of every project by Skidmore, Owings and Merrill rOm THE JOHN HANCOCk CENTEr IN CHICAGO

in 1969 to the mammoth Burj Khalifa in Dubai, SOM's legacy has not only been about designing iconic buildings but also about ensuring that each structure is sustainable.

Middle East Consultant took a walk down memory lane with George Efstathiou, consulting partner, and Uwe Nienstedt, senior regional manager – MENA of Skidmore, Owings and Merrill, to find out how their design philosophy has evolved over the years and what their plans are for the Middle East.

"We try to be selective with whom we work with and we're always looking for good clients who have good vision and who will allow us to express what we do best," notes Efstathiou.

"We design buildings that are not trendy and that stand the test of time. If you look at the National Commercial Bank building in Jeddah, it looks as fresh as it did 25 years ago and back then it was a sustainable project as well. Sustainability is not a new thing for us, being green is part of our design methodology and how we do it.

"Our designs have a very strong connection between the architecture and the structure. If you take a look at the Haj 14 Middle East Consultant October 2015

Terminal at the Jeddah airport, it is basically a sustainable architectural solution but the structure is a major part and is a great example of architects and engineers working together.

If you look at all of SOM's work, it's always deeply rooted in very strong conceptual and structural ideas."

When it comes to the Middle East, SOM always has a wide range of architectural projects going on, says Efstathiou. The company has been working in the region since 1954, when it designed airfields in Morocco.

"Most of the best buildings SOM has designed have been in the Middle East," Efstathiou reveals. "The Haj Terminal at the Jeddah airport and National Commercial Bank are two very good examples of our early work in the Middle East.”

“We then followed up with the design of Burj Khalifa with Emaar Properties PJSC in 2003, the Rolex Tower, Al Hamra Tower in Kuwait, the Cayan Tower in Dubai and Sheikh Khalifa Medical Centre in Abu Dhabi. We're working on a few more projects with Emaar, and the newest one is Mashreq Bank Headquarters in Dubai."

Stressing the importance of finding the right consultantclient match, Efstathiou recalls working on the Burj Khalifa and says it all began with a design competition.

October 2015 Middle East Consultant 15

IN PRACTICE SKIDMORE, OWINGS AND MERRILL

"It started off by meeting Emaar on a Saturday in New York in the spring of 2003. Now we don't normally have client meetings on Saturday, but we all went to visit them. We met in our New York office and showed them a few projects that we had done.

"I could tell right from the beginning that there was a very strong personal connection with them. To me, one of the most important things you can have is connections with people and being able to communicate with them. Soon after that, they invited us to a two-week paid competition. The original ideas for the Burj Khalifa were done in two weeks.

"At that time, I was on the phone with them every night just talking to them and trying to promote ourselves. Finally, one day I was told that they were interested in one of our schemes and they requested me to come to Dubai. Little did I know that SOM was selected and that's something we joke about even today. We talked about it. I was on the phone with our partners in Chicago and sitting there with the client, we shook hands at the top of Emirates Towers and that was it."

Bonds built on trust like this not only allow an architect creative freedom but also ensure a client comes back for more, the duo point out. They also emphasise on the importance of building execution and seeing a project through to the end no matter the role you play, and say that this commitment ensures a steady inflow of work.

Speaking about their project pipeline in the Middle East, Efstathiou says they have quite a few projects in the works including architectural and interior design projects and a couple more being planned.

"Some projects are in their early stages and are confidential, but we're lucky enough to have repeat clients including the top developers in the region like Emaar, Meraas and Eagle Hills that continue to give us opportunities. They know they can depend on us for quality design and quality service," says Efstathiou proudly.

"We're not just paper architects, we don't just draw the drawings and hand it off. We have a vested interest in seeing these buildings executed to the end, and our most successful story is the Burj Khalifa.

“The client made three great decisions on the Burj – the first was to hire us, the second one was to allow us to do construction documents and allowing us to detail every inch of the building. The third one was to have a team of SOM architects in Dubai paying close attention to everything that was visible to the eye.

“We made sure that materials were selected by hand for everything and every detail was double-checked in the shop drawing phases and in mock-ups. We also did a lot of technical work as well, helping out the local consultants.”

Another big SOM project is The Capital Cairo, in collaboration with the Egyptian Ministry of Housing and Capital City Partners. SOM is leading the planning for this sustainable city, with the initial framework and core 16 Middle East Consultant October 2015

IN PRACTICE SKIDMORE, OWINGS AND MERRILL

“We design buildings that are not trendy and stand the test of time. If you look at the National Commercial Bank building in Jeddah, it looks as fresh as it did 25 years ago” principles already decided.

The city will be built over 700 sq km and will house more than five million residents when completed. It will include 2,000 schools and colleges and more than 600 health care facilities.

"There are several levels of scale that we're looking at. We're looking at a 700 sq km site. We then simultaneously study smaller and smaller pieces until we get to a size that is more manageable so that you can start building the first phase," says Efstathiou.

"The first phase and the highest priority is based on getting jobs there. After all, how do you build a new city? You have to create new jobs there for people to live and work, and that's going to be one of the first issues that the government and our clients have to come to grips with.

"We went through at least a two- or three-month stage of getting ready for this announcement at Sharm El Sheikh.

It was a very intense effort over a short period of time.

The MoU was signed and then we went into a process of developing a programme for the scope of services so that we could start a more detailed master planning process.

"Now that we've completed the project planning we're ready to go, but there are still negotiations that are going on between our client and the government of Egypt. So we're waiting for those negotiations to be completed."

Projects like this require a deep talent pool. SOM’s strategy has been to keep their design firms in their major offices in the United States and in London, while their office in Abu Dhabi takes care of business development and relationships in the region.

Efstathiou explains, "The reason why we have our brain trust in one spot is because we can control quality better when it's all in one place rather than when it's all dispersed.

We see a lot of our competitors setting up satellite offices everywhere, and as a result their talent pool is diluted."

"We're constantly refreshing our talent base and most of the people we have are in our major offices in London, Chicago, New York, Los Angeles and San Francisco. We're always looking for the youngest and brightest people. The best thing you can do is find someone who can think well.

"Architects and engineers need to be thinkers first and not just people who can work on computers. A big difference between our firm and the local firms here is that all our staff are trained professionals at every level.

"Here in the Middle East, you have trained professionals at the top and then there are draftsmen who are basically drawing on a computer. With us, the thinking behind the design occurs at every level of our team. They understand exactly what the project is about and are not just drawing lines on paper."

Nienstedt adds, "I think that is actually a differentiating factor between us and some of our competitors. What SOM also does is that they bring people up through the ranks.

Everybody that you have on every level is somebody who wants to get ahead and is aspiring to grow within the firm."

Asked about their market strategy for the Middle East, Efstathiou explains that they are set up to handle the region headed by a few people.

"We recently hired Uwe to strengthen our position here, and this is going to make a marked difference in our approach. Now we have a senior person here who has been through several different professions related to architecture, and that gives him much more insight into the practice of planning, architecture and engineering."

In terms of consolidation, Efstathiou says that SOM would rather focus on what they do best and grow their firm internally, focusing on consistency and design quality.

"We’ve tried to expand our services at certain times, but we know that there are consultants who can do it better than we can, so we focus on what we do best and that's what keeps The Capital Cairo, is a city that will be built over 700 sq km and will house more than five million residents.

October 2015 Middle East Consultant 17

IN PRACTICE SKIDMORE, OWINGS AND MERRILL

Al Hamra Tower is the tallest building in Kuwait, reaching a height of 412 meters.

C

us on top of the list."

"If you look at the consolidation of some of these firms into one, I know I've had conversations with people about the fact that they've lost all of their identity as a firm within this big conglomerate and they're not very happy. We're very happy that we have a strong brand and we're very focused on what we do, and everybody knows exactly what’s expected."

Expressing his concern about the recent consolidation activity among consultants, Nienstedt says that the focus for a number of firms has become managing shareholder value.

"Projects are managed by their income and not by the client expectation or by producing quality. I don't think that's the right KPI for a consultancy."

"I think if you want to have repeat clients, sometimes you have to go the extra mile and cannot afford to worry about the cash flow at that particular moment. Eventually if you've done a good job you will recover, but some companies right now are purely driven by short-term cash flow."

Talking about sectors that SOM will be looking closely at in the Middle East, Efstathiou notes that they always like

“Back in the States, we’re known as the father of modern office building, and that always was our bread and butter. Over the years we've expanded and diversified our practice to other building types” 18 Middle East Consultant October 2015

to do a variety of work because it helps expand their minds and structures their imagination.

"We'll be looking at doing more institutional work for corporate entities that are here. Health care and cultural buildings is something that we love to do because there's a good building type where you can do something a little more experimental.

"Back in the States, we're known as the father of modern office building, and that always was our bread and butter.

Over the years we've expanded and diversified our practice to other building types."

Highlighting SOM’s expansion plans, the duo indicate that the company is considering moving their office to Dubai from Abu Dhabi, though nothing has been finalised yet. They point out that they are already present in several markets globally.

SOM’s offices in Chicago, New York and Los Angeles take care of both North and South America, while their office in London handles their European needs. Further east, the firm has a base in Shanghai that looks after China and Southeast Asia.

The Indian market has also sparked their interest again, Efstathiou says. "We have a small office in India, but we withdrew because there was a bit of a downturn in work there and it wasn't making sense for us. Now there are certain new reforms being put in place that is making it easier to do work, so I think you'll see in the next six months a stronger commitment to that area."

In the MENA region, SOM has been eyeing Iran and expanding operations in Africa. "I think we're also going to be taking a good look at Africa. The other one on our radar which is a big question mark is Iran. It’s a country with a huge history and culture, and probably with a huge need for good architecture," notes Nienstedt.

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IN PRACTICE STRUCTURAL ENGINEERING

STANDING TALL Davina Munro explores the relationship between structural engineers, architects and MEP 20 Middle East Consultant October 2015

IN PrAcTIcE STRUCTURAL ENGINEERING

Analysis

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elationships are complex more often than not, and require constant communication to keep things functioning smoothly.

In the construction world, a high level of communication between key disciplines is crucial because it not only keeps a building standing, but fully operational as well.

AS ThE yEArS rOLL ON, TOwErS IN cITIES ArE

getting bigger, and these complex developments have resulted in consultants paying closer attention to the relationship between architectural features, structural framework and the integration of mechanical, electrical and plumbing systems.

While collaborative work on any project is key and dependent on people, true collaboration only happens when all participants have the right mindset, points out Andrea Scotti, director of Abu Dhabi at Burohappold.

"Collaboration is something you must go through on every single project because there are several disciplines, several aspects and thus competing priorities between the different stakeholders. It’s about people embracing the client's vision for the project, understanding the parameters or key performance indicators [KPIs] that are important for each stakeholder, and then actually going above and beyond the standard scope of service to make it all happen."

"In my opinion, success is based on people. The more people understand that any project is a complex process of continuous October 2015 Middle East Consultant 21

IN PRACTICE STRUCTURAL ENGINEERING

adjustments, the better the collaboration is with the different team members, which ultimately results in a better outcome."

Projects these days are also an opportunity for different disciplines to learn from one other, adds Melkan Gursel, partner and architect at Tabanlıoğlu Architects.

"Interdisciplinary design is to challenge and to teach each other. Mixed-use projects, high-rises are complex constructions. In addition, experimental buildings or the extreme structures designed to be impressive need to be designed together with engineers."

“It’s about embracing the client's vision for the project, understanding the key performance indicators and then going beyond the standard scope of service to make it all happen” When it comes to MEP, providing the structural engineer with the initial calculations for elements like the size of tank for water and the number of transformers required for electricity is important. Nabil Shafa Amry, manager of MEP at Lacasa, says, "The first step in MEP design involves calculating the scope of services required from us as a whole. This means summing up the quantity of water required for domestic use and the fire reserve, as well as the total electrical load and air conditioning."

"Based on the quantity of water needed for domestic use and the fire reserve, I can give the structural engineer the size of the tank. However, we only decide the capacity of the tank depending on whether it’s above the ground or below.

It then goes to the architect, who along with the structural engineer designs the dimensions, space requirement and where to fit it in.

"The same goes for electricity. We estimate the load, and based on that we know how many transformers or substations are needed and the size of them. Once this is done, the architect decides where to accommodate it. As per DEWA requirements, the substation should be located close to a municipal road, so the architect loses some area from the facade for the substation."

"Finally, the third piece of information we need to provide is the air conditioning. ACs are either in-house machines and chillers or district cooling, which needs an energy transfer station [ETS]. This station has a certain size depending on the load of the AC. "We give the architect the size and he takes a call on where to put it. Then the structural engineer designs the 22 Middle East Consultant October 2015

slab based on the sizes of the equipment of the ETS as well as the entry and exit for the water pipe. But to do all of this, we have to work as a team."

Integrating the demands of the MEP division is a vital part of any building’s functionality and safety. Demands are varied, but as Scotti points out, the focus should be on delivering an integrated final product and not only a well-executed structural or MEP design.

"With the final goal in mind, it is then clear that different disciplines are pretty much competing for space in a very organic way, almost like a body forming with bones giving it structure and then blood vessels and nerves forming around them."

"It is about integrating the different aspects of the design and not merely accommodating the demands of other designers.

It is about combining the key aspects of every discipline into a coherent final product. We call this Integrated Design."

Saad Hanna, head of the Peer Review Department at Lacasa, lays out the MEP requirements he has to consider. "Some demands from the MEP division are just the location and the loads. For example, the water tanks, the substation and also the AC machines that need to be installed, for which we have to make stands."

"It’s the duty of the structural engineer to make the foundation, and we have to ensure that the vibrations coming from these machines do not affect the comfort of the tenants and people working in the building."

Buildings must also exhibit a strong connection between architecture and structure, and thus balancing structure with the vision of the architect is needed. Scotti notes that there has always been a healthy tension between form and function, and the best outcome happens only when they are integrated into one final concept.

"We will not successfully deliver on the architect's vision by simply forcing a structural solution into the architectural vision and vice-versa. It is about integrating the key architectural aspects into the structural solution, and the key structural functions into the architectural solution."

Hanna adds that there are plenty of examples where the structural engineer has to work around the design envisioned by the architect. He remembers one project in particular where the architect wanted the structure to be completely glass and recalls how he worked around it.

"For a very high or tall elevation of glass you need to provide an expansion zone which needs to be hidden, so I had to recommend a location for it. Now glass is a brittle material that cannot sustain heavy wind loads and other loads, so we had to build support features from the inside. This had to be coordinated with the architects so that they were hidden from the tenant, and we had to ensure that all he would see is a nice glass room and not the ugly support."

Over the years, the understanding between these three divisions has grown, and engineers are now more mindful

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IN PRACTICE STRUCTURAL ENGINEERING

(from left to right) Andrea Scotti, director, Abu Dhabi, Burohappold Engineering Melkan Gursel, partner and architect at Tabanlıoğlu Nabil Shafa Amry, manager, MEP at Lacasa Saad Hanna, head of Peer Review Department at Lacasa

of an architect’s needs. "In recent times, engineers claim to be designers as well, so they are expected to find creative and innovative solutions according to the design. Moreover, they may inspire the design through their technological abilities," says Gursel.

"I believe that with this recent development, engineers are better able to understand and accommodate the vision of architects, as they have an understanding of the design process and how to feasibly implement this into the structure."

The role of a structural engineer requires him to fully understand the role of every other discipline so that each activity is synchronised and happens in a timely manner. The same reasoning and accommodation is also required by the architects and MEP teams.

Amry says that it all boils down to professionalism and coordination. "The role of the structural engineer is vital in coordination with us. Sometimes, we may change the location of a cut-out or a shaft, and the structural engineer takes up the challenge of how to solve this structural element."

“In recent times, engineers claim to be designers as well, so they are expected to find creative and innovative solutions according to the design” Gursel adds, "The design process is not limited to architecture. It is a collaboration between urban planners, traffic consultant, computational scientists, chemical engineers, sociologists and many other imperative factors, and structural engineers are a key member of this big team."

Technology and the use of new tools like Building Information Modelling (BIM) considerably enhance 24 Middle East Consultant October 2015

production and coordination between different aspects of design. "The really interesting aspect of BIM is the digital platform, which allows a much easier exchange and collection of data. At the end of the day, in its simplest form, BIM is a database where all the information about a building or about a development is saved and then made available for everyone to use," says Scotti.

"The potential of this is huge, as it could completely change the way we structure our industry."

Apart from being a physical entity, a project is a complex environment, Scotti continues, because of different stakeholders, people and their interests. He says that people, in fact, are one of the biggest challenges when working together. "It is the interaction with people that either makes things very easy or very difficult, and once again it is about people, their mind-set and their approach."

"In terms of difficult projects to coordinate on, I would say that a few years ago this would have been technical in nature, related to complex structures or geometry. Nowadays, technology is there to help reduce these complexities."

Gursel adds, "For an architect, one of the challenges is having your vision compromised. There are times we need to realign our vision due to some deterring aspects; however, often it is just as simple as having the team comprehend the vision and finding the best way to implement this into the structure. I believe communication is the key here."

The scope of structural engineering and its relationship with other disciplines is evolving, and with the integration of technology adds more value to a project.

Hanna says that structural engineering will continue to be the backbone of a project. "After all, it is we who make the building stand and who accommodate the vision of the architect as well as the safety of the public.."

"The boundaries are dissolving in this era, so it’s got to be a genuine collaboration where all parties support, challenge and question each other. This evolving relationship will only strengthen and better the relations between the two,” Gursel concludes.

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Inverter Expert

Davina Munro asks the experts what lifestyle products can be introduced in mid-scale hotels to capitalise on the boom

REMODELLING MID-SCALE HOSPITALITY 26 Middle East Consultant October 2015

IN PRACTICE hospitality

Insight

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ith a growing middle class and a younger guest profile, hoteliers across the Middle East are reorganising their market strategy. Starwood Hotels & Resorts, Hilton Worldwide and Premier Inn are just a few of the brands who have announced plans for mid-scale products, and more are likely to follow.

GOvERNMENTAL INCENTIvES ARE ALSO fuELLING

Tourists are more interested in experiencing the city and thus opt for mid-market hotels over luxury hotels.

investment in the mid-market segment in the run-up to Expo 2020. In January 2014, HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President of the UAE and Ruler of Dubai, introduced a series of reforms to quicken the delivery of hotels.

These include cutting down the pre-approval process by two-thirds for private developers, an exemption from the 10% Dubai Municipality fee for three- and four-star hotels that begin operating by 2017, and allocation of government land for these hotels.

But besides these incentives, why have mid-market hotels seen greater traction than their luxury counterparts?

Salim Hussain at Brewer Smith Brewer Gulf says it's because tourists opt for mid-market hotels, keeping in mind that they want to spend money on experiencing the city. It's also because the standards for mid-market hotels are a lot higher than in the rest of the world.

"Dubai is really expanding its reach and who it is targeting as guests. It has also got a very competitive and high level of luxury-market hotels when compared with the rest of the world, and I think the expectation is the same with the mid-market segment," he says.

"Besides that, if you want to bring 20 million people here, then you've got to have a range of options and a range of opportunities to experience the city. Not everyone is going to want to stay in a five-star hotel, and given that people have the flexibility and the opportunity to do different things, different hospitality levels are essential."

Rashid Aboobacker, associate director at TRI Consulting, agrees: "If you look October 2015 Middle East Consultant 27

IN PRACTICE hospitality

at the macro picture, most corporate and even leisure travellers are on a budget and prefer to stay in mid-market and affordable hotels. Generally, the portion of travellers who are luxury and upscale oriented are much smaller than the budget and the midmarket ones, so clearly this segment is more in demand."

â&#x20AC;&#x153;One more thing that could happen in the Middle East are themed hotels like art hotels, hotels themed around movies, film stars and sports, etcâ&#x20AC;?

Mid-scale hotel rooms in the Middle East are larger compared to the European market at around 28-32sqm.

Besides demand, healthy returns also have hoteliers catering to this segment. In terms of investment, lower capital requirements, a smaller construction period and smaller land requirements make them significantly more attractive. Meanwhile from an operational perspective, lean cost structure, higher profitability ratios and less revenue volatility make them sounder than a luxury product.

Elie Milky, senior director of Business Development at the Rezidor Hotel Group, notes, "From an investment perspective, more owners are beginning to see the attractive model and offering of mid-market hotels in terms of development cost and operational efficiencies, plus the growing demand for more affordable-branded accommodation across the Middle East is another reason to look at this segment."

28 Middle East Consultant October 2015

Aboobacker says that mid-market hotels are also considered recession-proof compared to five-star hotels because they can adapt in tough market conditions, giving owners the upper hand.

He also points out the advantage from a customer perspective.

"If you look at the traditional mid-market hotels here, a lot of them offer most of the services that you get in a five-star hotel. The room sizes in a mid-market hotel are typically larger compared to the European market, at around 28 to 32 square metres.

They have multiple food and beverage outlets, some have large conference facilities and 24-hour room service, so most of them are actually full service hotels. For customers, itâ&#x20AC;&#x2122;s really good, because they get all of these facilities at more affordable rates."

Another advantage that mid-market hotels have over luxury hotels is that they are seen as more "hip, cool, fashionable and design-oriented" to a younger guest profile, notes Hussain. It also caters to them because they aren't looking at spending much time in the hotel room anyway.

"You have people who are here for only a few days and they want to stay in a place which is convenient, clean, has nice facilities and good food, but they obviously will not be spending the entire day there. Those people don't necessarily need a five-star banquet hotel, because they're going to spend 90% of their time outdoors.

"On the other hand, if you're in a resort, you're going to stay there because that's why you're going there in the first place. You have a family and everyone is there to enjoy the waterworks, entertainment, food and everything else offered, so you aren't looking to leave that place."

With Dubai's Department of Tourism and Commerce Marketing expecting 20,000 to 35,000 new hotel keys to be added by Expo 2020, hoteliers should also look at adding better lifestyle products to make them more attractive without increasing budgets.

Aboobacker says, "At a higher level, most of the lifestyle brands are targeting a younger audience who are technology oriented, and one of the good differentiators in mid-market hotels is the greater use of technology. You can check in online, open your hotel room on your mobile or iPad, maybe even book a table at a restaurant, and this is a big differentiating factor."

"Another factor is the unique designs. There's a lot more emphasis on colours and themes, unique room types and F&B outlets, which goes well with the younger crowd. Hotel operators also create social spaces in these hotels where there is greater opportunity for travellers to meet, rather than the old-style lobby where there is a huge distance between each table.

"One more thing that could happen in the Middle East are themed hotels like art hotels. For example, Paramount is a brand that has done that in the past, and MGM is another that has created hotels themed around movies, film stars and sports.

"I think such opportunities are numerous, and we will be seeing a lot more of these unique products coming into the market in the future."

Hussain says that as a consultant, it's a matter of using existing

IN PRACTICE hospitality

facilities smartly and making better use of the opportunities a hotel has to offer.

"If you have a pool, then what we're going to do is make that an infinity pool that looks towards a view, so itâ&#x20AC;&#x2122;s not just something you stick on top of a roof. These are standard things that you require for a hotel, but the idea is to make them a destination in their own right, make them a special experience.

The pool then is not just some box but becomes a major feature of the hotel.

"Another thing that should be considered is if it can become part of a bigger complex, like for example as part of a mall or a wider development, and if it can offer a kind of shopping point.

Even the resort experience is being expanded, where you have a huge mall next to the hotel, so in a way the guests never need to leave the vicinity."

Milky points out that comfort and lifestyle, rather than luxury, should be associated with mid-market hotels. "What should be included are basic needs of the customer, ranging from a comfortable bed, a good room design, clean, fresh and modern interiors, healthy food choices and streamlined connectivity. We are proud to offer these in our fresh, mid-scale Park Inn and in our lifestyle select Radisson Red Hotel brands."

These kind of design and lifestyle additions brings up the question of affordability, and considering cost is a huge driver of this segment, it has to be kept in check for the developer, operator and customer. But Milky, Hussain and Aboobacker feel that cost will barely be affected.

"I think it won't have much impact on the cost of development, except for a couple of factors, such as the design.

I'm not sure, but the range for design costs may be 20-25% more as compared with a traditional hotel," says Aboobacker.

"There are though some designs that I have seen in lifestyle hotels that might save on costs for owners, because they use space more wisely. But as these hotels become more mainstream, and you have more designers doing this sort of work, the cost should come down."

Hussain agrees, saying it all lies in the skill of the architect working on the project.

"I don't think it should have any impact on the cost of development, because that's where the architect has got to bring their added value, and that's what we bring to the table.

It is about how you do more with less, to ensure new designs meet the expectations of owners and users.

"The client is not going to start increasing budgets, because the reason they are building a mid-market hotel in the first place is so that the cost is less and the running costs are lower, so by the same reasoning the input is going to be less. It is going to be a question of how you can do things with what you've been given, thinking cleverly about the kind of building material that you use, and so on and so forth."

With so many mid-scale hotels flooding the market in the run-up to Expo 2020, the obvious concern is that there may be an over-supply after the event, but the trio say there's nothing to worry about.

"This type of product would survive the aftermath much better than the luxury segment, and this is because of the affordable nature of such hotels. The low developmental cost and low operational costs associated with such an operation makes it a less risky hotel real estate investment compared to upper scale and luxury hotels," says Milky.

Hussain adds that the idea of having 20 million visitors per year will not stop at 2020. "Expo 2020 is a milestone, but I don't think that it is the end of the journey, and we have to look beyond that. For me, it is about how you bring people to Dubai, almost irrespective of what the event is. If it's not Expo 2020 that's bringing them here, there will be some other enticement."

"You've got a lot of big things like Legoland, Bollywood theme parks and other things like conferences and exhibitions going on. So there are other things in Dubai that will continue to happen and bring people here."

Aboobacker says, "I feel the next asset class that will see growth is budget hotels and home-stay, which is catching up."

Hussain concludes by saying, "It would be interesting to see smaller, boutique hotels opening up. These boutique hotels could be owner-operator enterprises that allow people to give their unique take on Middle Eastern hospitality."

(from left to right) Elie Milky, senior director of Business Development at the Rezidor Hotel Group.

Rashid Aboobacker, associate director at TRI Consulting.

Salim Hussain at Brewer Smith Brewer Gulf.

October 2015 Middle East Consultant 29

EDUCATE ME KONE

Educate ME KONE escalators run only when a passenger has been detected, which saves energy.

Stairway To Success Omer Al Jamel of KONE explains to ME Consultant why their escalators are of superior standards Tell us about the escalator installation at the PPM Conrad Hotel. What makes it unique?

The escalator installation at the PPM Conrad Hotel is unique because it has the highest escalators in the region (12 metres) installed without centre support. Besides that, it connects the podium levels all together and has an excellent mix of finishes to match the hotel luxury environment.

These escalators also included a whole set of safety features in compliance with the latest safety code.

Take us through the features of KONE Direct Drive.

KONE Direct Drive is one of KONE’s new innovations in the escalator industry. It basically eliminates the need of having a chain between the step chain sprockets and the drive station. The gear box is compact and specifically designed 30 Middle East Consultant October 2015

to directly connect the motors with the step chain sprockets. This allows us to improve our motor efficiency to 96%, which saves energy and outperforms worm gears (90%) and helical gears (95%). It also increases safety levels and reliability of the product.

What are the key elements driving the eco-friendly and energy-efficient KONE escalator?

Many elements make the escalator more efficient, but to fully appreciate them, it is important to understand the different operational modes first.

Escalators can be supplied in two modes: • Continuous run mode: The escalator keeps running once the key switch is turned on. It continues running until the operator switches

•

•

•

•

it off at, for example, the end of the day. This results in significant energy consumption, which can be in turn improved using our feature called Star-Delta mode.

On-demand start and stop: Escalators run only when a passenger is detected, which saves energy and increases the escalator's life time.

There are three alternatives – Auto start without inverter: The escalator starts automatically, using a photocell to detect a passenger, and then switches off after a preset time if no further passengers are detected.

Standby speed with inverter: The escalator reduces its speed when no passenger is detected, and continues running with reduced speed until a new passenger is identified.

Auto start with standby speed and smart inverter: When a passenger is detected, the

EDUCATE ME KONE

Handrail inlet switches Speed sensor system Motor thermal protection Brake lift monitoring switch

Emergency stop buttons beside key switches for passenger use.

Fall protection barrier

Emergency stop buttons beside key switches for passenger use.

Handrail speed & breakage monitors

Mechanical step band lock Skirt brush

Complete impact devices Skirt brush

Access cover safety switches

Main supply isolator Skirt switches

Handrail inlet switches Stop switches

Complete impact devices

Access cover safety switches Broken drive chain device

Stop switches

Step sag switches

Missing step detector Broken step chain switches

FIGURE 1: STANDARD SAFETY FEATURES

escalator starts automatically in the Star Delta mode. It then uses the inverter only to lower the speed and then stops when not in use. It consumes only in the upward direction and regenerates capability in the downward direction. This is classified as the operation mode, offering the highest efficiency.

LED lighting is another feature that saves up to 80% of energy, compared to the normal fluorescent lighting. The entire industry is moving towards LED lighting, and it is generally offered as an optional feature. KONE's escalator offering has, however, fully changed over to LED lighting, in line with our corporate social responsibility policy.

Take us through the safety features of KONE escalators.

KONE moves millions of people with elevators, escalators and autowalks every day. We constantly

strive to achieve our ultimate goal of zero accidents through the continuous development of our products, people and processes. KONE further enhances the safety of its products and services through rigorous attention to its design, manufacturing, installation and maintenance processes.

Generally speaking, the main source of incidents in escalators is the omission of key safety features. This is the result of following less stringent or outdated codes and standards that do not incorporate the latest minimum safety requirements.

All KONE escalators are designed to meet and exceed all applicable safety standards, codes and regulations. In the Middle East, we comply with the latest EN115-2010 code, and in addition to that, all KONE manufacturing units are ISO 14001-certified. The latest EN115 safety code may cost a little more, but provides a higher level of safety for the passengers.

Most of the safety features are hidden within the truss design and some of them are visible, as seen in Figure 1. KONE also promotes additional features for enhancing safety of passengers, such as fall protection barriers installed outside the balustrades along the escalator length for additional protection.

Step demarcation and improved visuals, even the LED lighting feature that is used for decoration, act as a means of safety improvement.

What are the new KONE escalator design options, and what are your future plans?

Escalators are a very essential part of the building, and it adds value when they have an attractive design.

KONE offers a variety of design options, including different steps and handrail colouring schemes, attractive lighting features and fixtures, and many others. We are also able to provide clients with a wide material selection range for side cladding solutions, to satisfy building design requirements.

â&#x20AC;&#x153;In the Middle East we comply with the latest EN115-2010 code, and in addition to that, all KONE manufacturing units are ISO 14001-certifiedâ&#x20AC;?

October 2015 Middle East Consultant 31

on topic THE BIG 5

Event preview

the Big 5: COnneCting the dOts COnstruCtiOn events in the Middle

East and North Africa don’t come much bigger than The Big 5. In anticipation of this year’s event, we explore what is in store for visitors and how the region’s biggest construction event is preparing to redefine the industry.

In the last three years, the market for consultants in the GCC has grown by around $1 billion, equal to the entire consulting market of mature European countries like Spain and Italy. Even with falling oil prices, total spending reached $2.5 billion in 2014, a 15.4% year-on-year rise. Driven by technology, strategy and construction consulting, the GCC has continued to outperform almost all other consulting markets around the world.

Saudi Arabia remains a key contributor to this impressive trend, with Qatar also emerging as a strong market and the UAE maintaining 32 Middle East Consultant October 2015

its strong position. However, with consultants involved in a project ranging from architects and cost consultants to civil engineers and facilities managers, the importance of understanding regional construction markets, trends and regulations can decide whether a project is delivered on time and within budget.

In this context, this year’s The Big 5, which will be held on 23-26 November 2015 at World Trade Centre, is shaping up to be one of the most engaging opportunities for consultants to connect with the region’s construction sector in new and exciting ways. As in previous years, visitors will have guaranteed access to a comprehensive programme of free CPD workshops and seminars, each led by an industry specialist that will share cutting-edge insights.

Among the highlights will be an update on

Dubai Municipality Green Building Regulations, and with the total registered and certified leasable LEED space in the country reaching 47 million gross square metres, there will be a session on updated energy modelling strategies for LEED v4.

There will also be a seminar on how to trade in the UAE for exhibitors looking to grow their presence or set up operations in the region. This will offer information on navigating the complex regulatory framework to set up a business and win work in the region’s booming construction markets, as well as providing key insights into local laws and effective business practices within the UAE. Freezones will also be a central feature of this seminar on account of the role they have played in promoting the growth of the non-oil economies in UAE. Trade through freezones increased by 7% year-on-year in the first half

on topic THE BIG 5

the Big 5 CheCKlist here’s a snapshot of the notto-be-missed Cpd workshops and seminars at the big 5: 1.

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of 2014 to $73 billion, while imports through freezones also expanded by 10% to $41 billion.

In addition, direct exports and re-exports from freezones have increased 5%, to around $3 billion and $28.8 billion respectively.

Other workshops at The Big 5 will focus on market potential and business development, as well as improving supply chain competitiveness, managing cultural diversity and ethical issues, fire safety, the complexities of designing healthcare facilities and an introduction to smart cities and the Internet of Things – among other topics.

All these are essential in providing learning opportunities that help visitors keep pace with the booming GCC construction markets.

This will be increasingly important, given that a shortage in labour is currently one of the biggest challenges facing the Middle East construction

Updates to Dubai Municipality's green building regulations GCC construction sector update: Market potential and business development opportunities Introduction to smart cities and the Internet of Things Updated energy modelling strategies for LEED v4 How to trade in the UAE Can sustainable and affordable housing become a reality in the Middle East?

A cost-benefit analysis of energy efficient technologies Improving supply chain competitiveness Fire safety in facades Managing a culturally diverse team to optimise organisational performance Construction contract management and ethical issues Navigating the complexities of designing healthcare facilities Life cycle cost assessment (LCA) of green buildings Life cycle costing: Theory vs practice in the GCC region Introduction to the UN Global Compact Principles: Sustainability and ethicality in real estate and construction

industry. In addition to technical skills, demand for soft skills across the region are in some cases more important among selective employers.

“The implications of skills shortages in the GCC are such that project delays and avoidable costs could become a real possibility,” says Andy White, vice president of dmg events, Middle East and Africa. “However, when you consider that some skills shortages are emerging amid a renewed confidence in construction, economic growth, rising populations and a revival of projects put on hold during the global economic recession, employment trends are actually extremely positive.”

In an effort to better align local, regional and global suppliers with the specific needs of local markets, The Big 5 will feature a plethora of live product demonstrations of technologies and innovations that are shaping the construction

industry. In a similar fashion to the workshops and seminars, participating exhibitors will bring experts to showcase products in action, giving visitors the opportunity to assess the suitability of a product for their projects in real time.

Meanwhile, a series of green initiatives will be held during the event, including the Gaia Awards, launched in 2008 to honour companies in construction whose products and services have demonstrated a reduction in impact on the environment. Since then, the award has grown into one of the industry’s most respected awards, with winners eligible to receive $50,000 in marketing support in order to showcase the winning product.

The awards are open to exhibitors and nonexhibitors whose products are distributed within the MENA region.

Another popular feature at The Big 5 is the Design Summit, which will be held on the second day of the show. The summit brings together leading architects, consultants, urban planners, engineers and contractors and will be the only conference in the region to offer comprehensive free insights into the latest design trends, technologies and techniques .

With 3,000 exhibitors and 85,000 visitors expected to descend on Dubai World Trade Centre when The Big 5 opens its doors, the event is bracing for another record-breaking year. Available floor space is also set for an 8% increase from 52,265sqm in 2014 to 56,400sqm in 2015, following the expansion of Dubai World Trade Centre and strong demand from exhibitors.

Extra floor space will also be used to accommodate a new hall called The Big 5 Focus that is making its debut in 2015. The Big 5 Focus has been created to serve the increasing number of visitors seeking information on the challenges and opportunities for technology in construction and project management.

Dmg event director Ashley Roberts explains the rationale behind the new hall: “The 2014 edition of The Big 5 was a record-breaking year, which was attended by 80,178 participants. To continue with the expansion and development of The Big 5, Focus is a hall dedicated to a range of features that have been introduced specifically to meet the needs of our visitors, providing additional value.”

For the full agenda and complete information about the free workshops and industry speakers taking part at The Big 5, please visit www.thebig5.ae/free-education/ certified-workshops/agenda/ October 2015 Middle East Consultant 33

specify me sas

Specify ME The biggest benefit of using metal ceiling systems is the cost saving throughout the lifetime of the installation.

Ceiling The Deal Matthew Mills takes ME Consultant through the benefits of using metal ceiling systems What are the benefits of metal ceiling tiles over mineral fibre titles?

At SAS International, we strongly believe that the best material for acoustic ceilings is metal, at least until a new, superior material becomes available.

There are numerous benefits of metal over mineral, each of which boils down to cost savings throughout the lifetime of the ceiling.

Although the material cost of metal is higher than mineral, it represents a relatively small percentage of the overall project value. Labour costs are considerably higher by comparison and specifying metal can significantly reduce installation times.

34 Middle East Consultant October 2015

Metal ceiling systems can be prefabricated with apertures and pre-formed during manufacturing.

Material waste is negligible, as the tiles do not require cutting, negating any human error during installation. This in itself can represent a huge cost saving overall, particularly on large fit-out projects.

Another benefit is the robustness and durability of the metal. Maintenance regimens and frequent access to ceiling voids will cause noticeable damage to non-metal tiles. By contrast, metal tiles can be thoroughly cleaned and removed without risk of damage.

If maintained correctly, a metal ceiling tile

should last at least 20 years, compared to an average of five years for materials such as mineral fibre. This extends the refurbishment lifecycle four-fold, delaying additional material and labour costs significantly. These factors make metal ceiling systems far more cost-effective to live with in the long run.

How do metal tiles improve the acoustic performance of a room?

In some regions, the acoustic properties of metal ceiling tiles are misunderstood, metal being regarded as an acoustically reflective material.

specify me sas

Metal ceiling tiles are typically perforated to allow sound waves to pass through the tile and be absorbed by an acoustic backing or inlay. In this way, metal suspended ceilings offer superior acoustic performance.

The ability to perforate tiles allows far more acoustic control within an interior. Perforations are often expressed as % Exposed Area – simply put, the higher the percentage, the greater the area of perforation and amount of noise absorption.

The percentage exposed area of the tile can be specifically tailored to meet the requirements set by building regulations, national guidelines or an acoustician’s recommendations.

Metal ceiling systems can also be designed to accommodate varying acoustic demands across a ceiling plane, offering more absorption in highdemand areas. This is just one way metal systems can effectively manage costs throughout a project.

In some situations, you actually want reflection rather than absorption. An example would be a lecture hall where sound needs to reflect from the front of the hall to the back. Plain metal tiles are a highly effective way to achieve this and integrate perfectly into the overall system.

Metal ceiling systems can achieve the most challenging of acoustic requirements when designed in accordance with industry best practice.

Ceilings generally house mechanical and electrical components. Take us through the advantages of using a metal tiled ceiling in this respect.

Prefabrication is probably the most obvious answer. Metal ceiling systems can be designed and manufactured with all of the required apertures in place. This cuts down a significant amount of labour during the installation, saving on cost, time, disruption and mess.

Access is also another huge advantage, as access panels can be discreetly integrated within a system.

Metal ceiling systems can offer full void access, with no risk of damage to the tiles. Mineral tiles are easily damaged and frequent access to voids often leaves them looking worn. Access within a metal ceiling can also be secured if necessary, without the need for third-party lockable access panel products.

Integration with services also offers greater

“Steel is 100% recyclable, and when newly forged contains 2075% recycled material” design scope, as systems can be designed to look part of the overall aesthetic.

Unlike mineral fibre, metal is non-porous, a critical consideration if integrating with systems such as sprinklers or water chilled systems. Metal panels will not warp, sag or stain with moisture leaks and will not need replacing, saving money and potentially helping lower insurance premiums.

More importantly, metal ceiling systems maintain the high-quality look and feel of the premises.

What are the sustainable and environmental aspects of metal ceilings?

The sustainability credentials of steel and aluminium are arguably far superior to mineral.

The residual value of metal is high and offers the building owner a source of revenue rather than additional cost when it comes to end of life.

Aluminium is sourced from manufacturers who use a minimum of 75% recycled content.

Re-smelt aluminium uses approximately 5% of the energy required to manufacture one tonne of virgin aluminium. Steel is 100% recyclable, and when newly

manufactured contains 20-75% recycled material.

By comparison, mineral fibre tiles offer no residual value. Their disposal can be expensive and contributes to landfill.

What are your future plans for SAS metal ceiling systems?

We’re working on numerous exciting developments, which we believe will further progress what can be achieved with ceiling systems. We’re investing heavily in research and product development to further improve the performance, quality, aesthetics and value of our systems, and are looking into new, relatively untapped markets.

We continually seek to explore and push the boundaries of ceiling technology from a design and materials perspective. We are also conscious of changing design trends over time and actively embrace the challenge of delivering what customers demand aesthetically. Ultimately, our aim is to manufacture the best-quality ceilings in the world, offering our customers long term value.

October 2015 Middle East Consultant 35

on site roundup

Update KIPCO plans $5bn real estate project in Kuwait City Kuwait Projects Company (KIPCO), the largest private-sector investment firm in the state, has announced plans for a $5 billion real estate scheme.

Faisal al-Ayyar, KIPCO’s vice chairman, said the 380,000sqm project was planned for the al-Daiya area on the outskirts of Kuwait City, where several foreign embassies are located, according to the local al-Qabas newspaper.

The project will include both residential and commercial spaces, as well as infrastructure such as roads, parks and walkways.

United Real Estate, a unit of KIPCO, will be responsible for the implementation of the project, al-Ayyar said.

“The project is considered the largest and most important in Kuwait, especially in the real estate sector,” he told al-Qabas.

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36 Middle East Consultant October 2015

Stand 3E151

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on site roundup

Dubai’s Nakheel sigNs three cONtracts fOr NaD al sheba prOject Dubai-based property developer Nakheel says it has signed contracts worth $654 million with three construction firms to help build a residential and retail project at Nad Al Sheba.

The developer expects the project to be completed by early 2018. It will include 1,540 residential units, along with retail outlets, restaurants and sports facilities, the company said in a statement.

The largest of the three contracts is a $225.9 million agreement signed with Trojan General Contracting. A $214.8 million contract was signed with United Engineering Construction, while a $212.6 million deal was agreed with Metac.

In 2011, the developer of Dubai’s manmade Palm Jumeirah island agreed to a $16 billion debt restructuring deal. Since then it has continued to develop a number of projects, mainly focused around the high-end retail and luxury residential markets.

The developer recently announced it had signed a second management agreement with the UK’s Premier Inn for a 250-room hotel in its Dragon City development. The new hotel, scheduled to open in 2018, is part of a master plan to transform the area into a retail, residential and recreational complex spanning more than 11 million square feet.

AECOM set to design world’s largest airport in Turkey AECOM says it has won a contract to design Istanbul New Airport, which is set to become the world’s largest aviation hub, with an annual capacity of 150 million passengers.

The airport is due to open in 2018, with the engineering design firm required to deliver its designs within one year.

AECOM will design all the airside works for the project, including the three initial runways, taxiways, apron, associated drainage systems, airfield ground lighting and navigational aids. It will also deliver construction supervision services.

The works will cover an area of approximately 16 sq km and will be completed by specialist teams in the UK and Turkey.

“The demand for mega hub airports is growing, with the most successful cities investing in air travel to attract international trade. Straddling the East and West, this ambitious plan will see Istanbul quickly become one of the most connected cities in the world,” said Bernardo Gogna, senior vice president and director of global aviation at AECOM.

Deltaturk, a Turkish consultancy, will be AECOM’s delivery partner, while AECOM client IGA has won the concession to build the scheme as the engineering, procurement and construction contractor and operator.

“Istanbul New Airport is an important investment for the future of Turkey and is expected to contribute more than €32.4 billion + VAT to the Turkish economy during construction and in its first 25 years of operation, and create hundreds of thousands of jobs. With flights to more than 350 destinations, the airport will make Istanbul one of the leading global aviation hubs in the world,” said Yusuf Akçayoglu, CEO of IGA Construction.

The airport will be Istanbul’s third and will have an initial capacity of 90 million passengers per year. Subsequent planned phases will expand the airport to include six runways and three terminal buildings. When all phases are complete, the airport will have an annual capacity in excess of 150 million passengers.

Istanbul New Airport will be located on the European side of the city, 35km from the centre, on a site adjacent to the Black Sea. October 2015 Middle East Consultant 37

on site roundup

Dubai’s DMCC says One JLT block ready for lease

‘DiamOND Of Dubai’: burj 2020 tOwer DesigN uNveileD at cityscape A masterplan has been unveiled for the Burj 2020 District, an upcoming megaproject set to include a skyscraper dubbed the ‘diamond of Dubai’ as well as retail, hospitality and residential spaces.

The Dubai Multi Commodities Centre (DMCC) project will include seven towers spanning a built-up area of over 1 million sqm. Elements will include a single-use commercial tower, three residential towers and 100,000sqm of retail space, DMCC said.

The centrepiece of the district, the Burj 2020 tower, will be designed by Adrian Smith and Gordin Gill (AS + GG), the architects behind the Kingdom Tower in Saudi Arabia.

The tower is set to be the “diamond of Dubai”, Smith said. “It needed to have beautiful quality and character, with light bouncing off of it and a silhouette that changes as it goes up, and it all culminated into this form.”

The height of the tower and the expected cost of the wider development were not revealed as part of the conceptual masterplan outlined at the Cityscape Global event in Dubai.

“We plan to break ground for the Burj 2020 District in 2016. The first phase of the project... is expected to be delivered by 2020,” DMCC’s chief executive Gautam Sashittal told MEConstructionNews.com.

38 Middle East Consultant October 2015

One JLT, the Dubai Multi Commodities Centre’s latest commercial building, is now available for lease, the free zone authority said in a statement.

The building is in the final stages of completion and will be ready for occupation in November 2015.

The 14-floor development offers commercial space available to lease under a flexible long-term tenure.

The building is fitted out to Category A standard and has 27,000sqm of leasable area.

“We are excited to be delivering a product that embraces the current and future demands of local and international companies entering Dubai with a need for single-owned, high-performance

One JLT will be ready for occupation in November 2015 and will have 27,000sqm of leasable space.

commercial buildings,” said Krysta Fox, director of Free Zone at DMCC. “A great deal of thought and time went into designing One JLT, utilising the most sustainable and efficient schemes on offer, which is being built to LEED Gold certification. The project has now attracted a dynamic mix of retailers and with a number of units already pre-leased.”

One JLT’s fit-out will incorporate raised floors, suspended ceilings, floor coverings and internal finishes. It also has a parking ratio of 40sqm per parking spot.

It is close to a metro station and 20 minutes from Dubai’s new Al Maktoum International Airport.

on site roundup

UAE theme park revenues to hit $837m by 2019 – Euromonitor

With five theme parks under developement, experts believe that AECOM's next Theme Park Index could see a UAE entry.

Theme park revenues in the UAE are set to increase by 78% to $837 million by 2019, according to a report by research firm Euromonitor International.

The UAE currently has five theme parks under development: the IMG Worlds of Adventure, set to open in 2016; the Warner Bros park in Abu Dhabi, expected to be complete in 2018; and the three parks that are part of the $2.9 billion Dubai Parks and Resorts project, slated to open next year.

Although no Middle East venue appeared in the top 25 amusement parks in the world in consultancy AECOM’s 2013 Theme Park Index, experts predict that this will change.

UK-based Assael Architecture to launch in the UAE UK-based Assael Architecture has announced plans to open an office in the UAE and launch operations in the Gulf region by 2016.

The architecture firm plans a regional office of architects and

Assael Architecture will offer assistance to those seeking investment opportunities in London.

master planners specialising in mixed-use developments with a large residential and hotel component.

It also plans to offer assistance for those seeking investment opportunities in London.

“Dubai is one of the most dynamic and innovative cities in the world, which is currently undergoing an exciting period of growth. With a world stage reflecting an eclectic blend of nationalities and cultures through its design, we are delighted to announce that Assael Architecture will be part of this exciting and evolving landscape,” said John Assael, co-founder and shareholder at Assael Architecture.

The practice has worked primarily on projects in the residential, leisure and mixed-use sector, and previously worked on Zabeel Park in Dubai.

The company has also worked in Bahrain with commercial organisations such as Amwaj Properties Ltd and Meritas Real Estate, as well as on a number of projects for individuals and families, including concept designs for fishing villages in Oman.

October 2015 Middle East Consultant 39

On Site DarrEn bEllEw

Final word

Darren Bellew is the Middle East Head of Industry for Faithful+Gould.

ME Distressed Assets: Recovery strategy

the fallout from Dubaiâ&#x20AC;&#x2122;s real estate crash continues to impact the market Dubaiâ&#x20AC;&#x2122;s stalled projects are now seeing gradual movement, and confidence has been boosted by several developers returning to market. But in the light of financial restructuring, the new construction approach is cautious, phased and scaleddown. More attention is focused on robust preliminary feasibility studies before investment decisions are made.

i

nfrastructure remains a relatively strong performer, with both transport and utilities continuing, albeit at a slower pace. Dubai Metro is the forerunner to rail expansion in the Middle East, with passenger and freight projects planned across the region.

Investor confidence remains low, and lenders are currently very cautious.

Banks and other financial institutions are grappling with their high levels of exposure to Dubaiâ&#x20AC;&#x2122;s distressed projects.

The UAE insolvency regime is for the most part untested. Although this is 40 Middle East Consultant October 2015

changing, a multitude of different rules and procedures, with varying levels of enforcement, results in a complex picture.

Creditors must grapple with issues such as land ownership, transfer of property ownership and absent investors.

Banks and developers alike find themselves evaluating incomplete projects and seeking clarity on the best way forward. In general, the more construction already completed, the better the outlook. Projects and individual building plans are typically being reconfigured, often resulting in fewer storeys or smaller developments in order to complete and achieve some return on investment.

Faithful+Gould offers guidance on the key technical, commercial and contractual issues surrounding distressed assets. Our Middle East operation offers project evaluation audit services and project rescue recovery strategies. These services are provided within the context of our global due diligence experience and insolvency expertise gleaned in other jurisdictions.

Where the recovery strategy leads to viable construction completion, we also offer cost management, project management and consultancy services for the continuation of developments.

Distressed assets are also an opportunity for investment, and our services can benefit clients who wish to explore this potential. Our global portfolio includes financial institutions, funders, distressed debt investors and developers.

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