ME Consultant October 2016

For the construction specialist

Amusement Experts Joe Zenas of Thinkwell Group on the future of Middle East entertainment On tOpIc

Examining Qatar’s power generation requirements

In prActIcE

Lending a ear to regional acoustic consultants

On SItE

Visiting the First Avenue Mall and Hotel project

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CONTENTS

On topic INduSTRy VIEWS fROm aCROSS ThE mIddLE EaST

07

10 07 aNaLySIS

Examining Qatar’s power generation requirements in the run-up to the 2022 World Cup and beyond 10 aNaLySIS

Cluttons provides an overview of the Abu Dhabi residential real estate market

12

18

In practice aNaLySIS, INSIghTS aNd INTERVIEWS

12 INSIghT

Acoustic experts explain the value-add the discipline brings to projects across the spectrum 18 INTERVIEW

24

26

Joe Zenas of the Thinkwell Group outlines his Middle East ambitions for the entertainment specialists 26 INSIghT

Investigating what makes a good design and build contractor 38 COmmENT

David Stader and Nabeel Khan of ch2m discuss transport planning for an industrial revolution in the Middle East

32

38

On site CaSE STudIES, OpINIONS aNd SNapShOTS

32 SITE VISIT

Al Tawfeeq for Development and Investment teams up with Dewan Architects + Engineers to deliver the First Avenue Mall and Hotel 43 NEWS

Shapoorji Pallonji makes Dubai property debut

43

46

OCTOBER 2016 1

WELCOME

Group EDITOR’S NOTE

The Next Step It’s been a little over a year since I came on board at Middle East Consultant, and while writing about the construction consultant industry has introduced me to an exciting world and a bunch of highly talented individuals, the time has come for me to bid you all farewell. However, before I depart and hand over the reins to my successor, I’d like to leave you all with an interesting set of stories to read.

This month we caught up with Joe Zenas of Thinkwell Group, a design firm that works on location-based entertainment projects, and I must say that it is one of the most exciting companies I’ve met in my career. Zenas’ journey from being a musician at Disneyland in the US back in 1990 to founding Thinkwell in 2001 has been nothing short of inspiring. The firm has worked on projects like Ski Dubai in Mall of the Emirates and Ferrari World in Abu Dhabi, and in terms of current developments it is working on projects for Expo 2020 and offerings surrounding Saudi Arabia’s Vision 2030.

With the launch of Dubai Opera, I took the opportunity to interview a couple of acoustic consultants and specialists to find out about the non-performing arts projects that acoustics plays a key role in. It turns out this discipline adds tremendous value to a range of developments, such as hospitals, educational institutions, residential and even hospitality projects as well.

Another topic I’ve touched upon this month is design and build. While this procurement method has gained considerable momentum over the last few years worldwide, it still has a long way to go before it becomes the preferred route for developers in the Middle East. As our experts point out, the industry here is in the midst of a transition, and while contractors in the region are capable of executing great projects, egos will need to be kept onside if D&B is to catch on.

Last but not least, I’d like to thank every one of you for making this a memorable year. I wish you all the very best on your professional journeys and hope to meet you again soon!

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

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ON TOPIC

MOST POPULAR

fEATURED

READERS’ COMMENTS

CONSTRUCTION

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Dubai Ruler launches Jumeirah Central

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ON TOPIC

ANALYSIS

Powering Up Davina Munro speaks to the experts regarding Qatar’s power generation requirements in the run-up to 2022

W

ith Vision 2030 in place and the 2022 World Cup approaching, the Qatari government is working steadily towards creating a sustainable economy and advancing the standard of living of its people.

Major infrastructure and stadium projects are underway, and large hospitality and residential developments are also mushrooming all over the nation, in a bid to ensure that all requirements to achieve these goals are successfully met.

As Qatar’s dreams are taking shape, one area being given a lot of attention is the power sector. According to data from UK analyst firm Wood Mackenzie, the country’s total power generation capacity has grown by 3.4GW since 2010, to 11GW at the moment. One reason for this increase in capacity is the rise in demand for electricity from

the industrial and residential segments, says Johannes Wetzel, power analyst at Wood Mackenzie.

“The start-up of the Qatalum aluminium plant in 2010 and its rampup of production has been a significant driver of electricity demand growth in the industrial sector, while growth in the residential sector has been driven by a 27% increase in population from 2010 to 2015. As a result, air-conditioning loads have increased and have been a major factor for residential consumption.”

While the available generation capacity has been more than capable of meeting peak load requirements so far, what kind of an increase is expected, particularly in the run-up to the World Cup? Wetzel says demand for electricity in Qatar is likely to reach at least 46TWh in 2022, compared to 36TWh in 2015. Most of this OCTOBER 2016 7

ON TOPIC

“While solar PV will definitely lead the growth in renewables, we believe that concentrated solar power (CSP) will soon enter the mix as well” growth will come once again from new industrial and residential needs, and many major power projects are underway to support these future generation requirements.

One such development under construction at the moment is the Umm Al Houl independent water and power project (IWPP), previously known as the Facility D project. According to the GCC Power Market 2016 report by Ventures Onsite, this massive 2.5GW development 15km south of Doha has an estimated value of $3.1 billion. Construction began in Q3 2015 and is expected to be completed in Q3 2018.

Other large projects include the Qatar Power Transmission System Expansion – Phase 12 by Qatar General Electricity and Water Corporation (KAHRAMAA), which came online in Q3 2015. This project has an estimated value of $1.7 billion and is expected to finish in Q4 2017.

Meanwhile, Phase 13 of the same project, which has an estimated value of $2 billion, is expected to start during Q3 this year, with completion targeted for the fourth quarter of 2018.

Renewable energy is another area expected to play a key role in the national energy mix in Qatar by 2022. Wetzel points out that Qatar has ambitious plans for growth in terms of renewable electricity supply, with the government aiming for 1.8GW of installed capacity in 2020 and 10GW in 2030. And with such favourable conditions along the country’s coastline, solar and wind energy generation will see plenty of opportunity.

8 OCTOBER 2016

“Many initiatives have been put in place at the moment by Qatari entities such as KAHRAMAA, QEWC, Qatar Petroleum and Qatar Foundation, to proliferate renewable energy in the nation. In fact, several solar projects are expected to come online over the next few years,” says Wetzel.

“While solar PV will definitely lead the growth in renewables, we believe that concentrated solar power (CSP) will soon enter the mix as well. We’re also expecting to see the introduction of wind power by 2020, albeit at a smaller scale than solar.

“Additionally, though there isn’t a formal support or subsidy mechanism for renewables in place at present, we expect the commercial structure for renewables to be based around tenders, competitive bidding and power purchase agreements at fixed rates, as is the case in the UAE.” With such large projects underway, challenges are inevitable.

Wetzel believes that the main issues that the power industry will face while trying to ramp up capacity are two-fold.

Firstly, he says that in order to ensure future investment in a low commodity price environment, the burden on public finances has to be eased. One way of guaranteeing the financial viability of this public utility, while lowering the subsidy burden, is by having higher retail electricity prices.

Additionally, different approaches to project financing need to be explored, to stimulate continued investment in the power sector without overstressing public finances. This can be done through public-private partnerships, which Qatar first embraced in 2015.

Secondly, he says that the government must also implement a framework for the development of renewable energy.

Concluding with his outlook on power generation in Qatar and the likely impact of macro-economic conditions on development, Wetzel says, “The current low commodity price environment is taking its toll on the Qatari economy, and measures such as last year’s electricity price hike and the decision to let gasoline prices fluctuate show the government’s intent to cut the subsidy bill. However, we do not expect any detrimental impact on the Qatari power supply situation from this situation.”

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ON TOPIC

ANALYSIS

Capital Value Fall Cluttons, the international real estate consultancy, provides an overview of the Abu Dhabi residential market

Q

2 saw apartment values in the capital slip by 0.6%, the first quarterly decline in three and a half years, leaving average prices down 0.5% between January and June this year.

Villa values, on the other hand, which began to recede at the end of last year, posted sharper falls, with average prices dipping by 4.9% in the six months to the end of June. This pushed average villa prices just below AED 1,200 ($327) psf, while average apartment prices continue to hover around the AED 1,300 ($354) psf mark. Compared to last summer, apartment values are down 0.5%, while average villa prices have fallen by 5.5%.

Hydra Village, which has emerged as one of Abu Dhabi’s star

performing residential submarkets over the past 12 to 18 months, has seen no movement in average prices. These remain at AED 830 ($226) psf, highlighting this submarket’s resilience as the focus on affordable locations intensifies amid the wider slowdown in economic growth, and the associated anxiety among potential buyers rises.

More capital value falls to come

The subdued economic outlook, coupled with an unlikely rebound in oil prices this year amid the increasingly uncertain global economic outlook, suggests that residential values are likely to slide further as the year progresses. It is quite possible that average villa values will end

Performance of residential capital values in Abu Dhabi’s key residential submarkets, June 2011 - June 2016 (AED/sq ft) Al Reef Villas (Villas)

Al Raha Gardens (Villas)

Golf Gardens (Villas)

Al Reef Downtown (Apartments)

Al Raha Beach (Apartments)

Al Reem Island (Apartments)

1,400 1,200 1,000 800

10 OCTOBER 2016

Jun 16

Mar 16

Dec 15

Sep 15

Jun 15

Mar 15

Dec 14

Sep 14

Jun 14

Mar 14

Dec 13

Sep 13

Jun 13

Mar 13

Dec 12

Sep 12

Jun 12

Mar 12

Dec 11

Sep 11

Jun 11

600

Source: The Property Report 2016, UAE by Cluttons

1,600

ON TOPIC

2016 down by about 10% on 2015, while apartment prices will end the year 3% to 4% lower than the end of 2015.

This indicates that buyers will remain firmly in the driving seat, with vendors very much on the back foot unless they respond to the fragile market conditions by adjusting asking prices downwards to match buyers’ expectations and budgets.

It must be noted that buyers have been faced with rampant house price growth of 60% since the market’s last low point in mid-2012.

Earnings have not kept pace, and regulations have been introduced to curb speculative activity, such as the Federal Mortgage Caps, which helped to amplify the focus on submarkets perceived to be more affordable. This is where the bulk of buying activity is expected to remain concentrated.

Rental values fall

Abu Dhabi’s residential rental market has demonstrated a remarkably high level of tolerance to the slowing economic conditions over the past six to nine months, with growth, albeit marginal, continuing to filter through to the end of Q1. This has of course in part been linked to stubborn landlords who have been slow to react or unwilling to accept the changing market dynamics.

However, Q2 marked a significant turning point, with apartment rental rates falling 0.8% and villa rentals rates decreasing 13.7% in most locations. The contraction in rental rates has left apartment rents down 8.3% on last summer, with villa rates down 13.4% over the same period.

It is also worth highlighting that the majority of rent declines occurred during the second quarter of 2016. In the six months to the end of June, villa rents were down nearly 14%, while apartment rents showed greater stability, falling by a marginal 1% over the same period.

Like the sales market, tenants remain overly cautious on outgoings, with demand for luxury accommodation weakening sharply. As

previously reported, there is an ongoing fall in the number of senior executive job starters.

This has put the brakes on rising rents at the top end of the rental spectrum and continues to have a negative impact on this segment of the market, as demand for luxury property continues to weaken. In contrast, apartments in Al Reef Downtown posted a 16% rise over the first six months of 2016.

Despite this, apartments in this submarket are the cheapest among Abu Dhabi’s residential investment zones, positioning it in line with rates at Hydra Village and highlighting the flight to locations perceived to be affordable.

Hydra Village, which has been among the most sought-after villa locations in Abu Dhabi due to its relative affordability, has seen rents slip by 9% in the six months to June, leaving them just shy of AED 108,000 ($29,403) per annum. However, it is still the cheapest villa submarket among the city’s residential investment zones.

Rental market resilience tied to economic fortunes

With rates of job creation slowing and anecdotal evidence of redundancies mounting in some key sectors, the short-term outlook for the rental market remains weak.

While locations perceived to be more affordable are likely to continue attracting the lion’s share of demand, the market as a whole is still expected to weaken over the rest of 2016. Villa values are expected to end the year up to 20% lower on 2015 in the city’s residential investment zones, while apartment rents are likely to register more moderate falls of 3% to 4%.

Again, the protracted nature of the low oil price environment has had a slow and drawn-out impact on overall demand for rented property, with a negative impact on sentiment. These two factors are the biggest drag on both the sales and rental market at the moment.

OCTOBER 2016 11

IN PRACTICE

12 OCTOBER 2016

IN PRACTICE

INSIghT

Sound Advice

Davina Munro speaks to experts in acoustics to understand the value-add that this discipline brings to projects across the spectrum hile most architectural masterpieces recognise the accomplishments of the architects, designers and engineers involved, the value added by acoustic consultants often goes silently unnoticed. In fact, the only time this discipline truly steps into the spotlight is on projects concerning the performing arts, such as concert halls and theatres.

But despite popular belief, there are a number of benefits of appointing an acoustic engineer across a variety of projects.

To start with, acoustic consultation can ensure that a project complies with certain local and international aural standards that determine whether the environment within a space is acoustically fit for purpose or not, says AlAnwar Dawood, senior consultant at PMK International.

Additionally, through the process of acoustic design, a project can also obtain certain credits under the green building assessment methods, which many developments now require.

Using educational developments as an example, Ian Knowles, director of Acoustics at Arup, points out that hiring an acoustic consultant can affect the quality of learning by developing a conducive environment for school children to study in.

Similarly, on healthcare projects these specialists play a vital role in creating an environment that can help speed up the recovery process of patients. In hotels, they ensure that clubs and other noisy locations are soundproofed, and in residential projects they minimise the vibrations produced by MEP systems that could disturb residents, such as internal plumbing pipes.

“Our job as consultants is to make sure that people get the most out of a building. For instance, in an office environment, acoustic

consultation is used to help boost productivity by creating an atmosphere that is not too loud, and at the same time not too quiet either.

“On the other hand, in performing arts venues, the emphasis is on achieving the best acoustics possible while maintaining the architectural vision. In sports facilities, including stadia, the crowd excitement and player interaction and response drives the acoustic design.”

Acoustic consultants can also have a positive impact on the design of a development. To begin with, these experts must be brought in right at the start of a project, says Paul Schwarz, principal of Acoustics at Design Confidence. This is because an acoustics engineer can provide valuable inputs to incorporate good acoustic elements at the preconcept stage where the location, orientation and use of the space are being considered.

Evaluating and comparing the impact that an acoustics specialist has on a performing arts project to on an educational institution, he says, “If you look at a concert hall, opera house or an auditorium, the need to achieve high performance standards will invariably have the design of it led by an acoustic engineer. In fact, their inputs will be vital in the structural design and orientation of the building, as these aspects play a key part in ensuring that the finishes are allowed to perform to their optimal level.

“However, when considering projects like school halls, office meeting rooms or university lecture rooms, these spaces are often subject to many financial, special or operational constraints, and their design is most often led by the interior designers or architects.

“Unfortunately these are people who have little or no knowledge of acoustic principals and are restricted by the above factors. Thus inevitably a standard room is built, and is forced to try and meet acoustic needs, rather than it being designed specifically as an acoustic space.”

Thomas Philip, technical sales director at The Moov Group, elaborates, saying that a school or university classroom must be OCTOBER 2016 13

IN PRACTICE

01 There is a lack of understanding of the impact acoustic consultants can have on a project in the Middle East.

02 Acoustical issues need to be understood by a specialist and treated in a tactful manner.

01

“In performing arts venues, the emphasis is on achieving the best acoustics possible while maintaining the architectural vision.

In sports facilities, including stadia, the crowd excitement and player interaction and response drives the acoustic design” 14 OCTOBER 2016

acoustically developed to avoid reverberations during a lecture.

“To put it in technical terms, classrooms have what we call hot spots and cold spots. As the distance between the professor and student increases, it becomes more difficult for the students in the corners and at the back to hear what’s being taught, because the decibel or DB levels tend to fall in these areas. But appointing an acoustics specialist can help avoid any audio issues like this.”

Besides ensuring the proper aural functioning of a space, another reason to employ these consultants early on is that they can also provide valuable feedback on the feasibility of certain elements decided on during the conceptual budget stage of a project.

Many new developments have moved from the conventional use of block works to pre-cast walls. In fact, Philip points out that he’s noticed a lot of other new materials also being introduced to speed up the construction process. While these may achieve that, they could also have major effects on acoustics.

“For example, a block work that is 200mm thick acts in a different way, as far as soundproofing is concerned, as compared to a normal precast wall where the thickness is less and the materials used are different.

While this may not present any issues at the construction stage, they are realised once a project is handed over to a client.

“This is why an acoustics study needs to be done by a professional before construction begins. What may be deemed as an unnecessary expense at the start could actually save the developer from costs incurred later on when retrofitting is needed, and where constraints like space and access come into play.”

IN PRACTICE

Considering the many benefits of appointing an acoustic consultant on a project, why are they still so undervalued in the Middle East?

For one, Dawood says the biggest challenge to be overcome is the lack of understanding of the discipline and the misconception that acoustic consultants increase the cost of the project.

Philip agrees and points out that they are often treated secondary to other civil consultants, be it MEP, HVAC or structural engineers.

“Budgets don’t often consider separate acoustic consultants, because developers feel that these needs, if any, can be taken care of by a contractor or supplier who can conduct the study and execute the requirements. The Middle East market isn’t that mature either, so not everyone is aware of the different applications of acoustic systems. They don’t understand one solution can’t be applied to solve all problems.

“Acoustical issues, like any other, need to be understood by a specialist and then treated in a tactful manner. Additionally, I’d say that

while there are many good acoustic consultants in the region, more are definitely required.”

At the other end of the table, Knowles points out that awareness of the value of acoustics is definitely growing.

“We have been involved in a number of projects in the Middle East, for example working on performing arts buildings, metro stations, retail, residential, sports stadiums and office buildings and on mosques, and unlike earlier, I think people are a lot more conscious of the benefits of good acoustics. Certainly the Middle East has a reputation for pushing the boundaries of what is possible in terms of architecture, but to really lead on new buildings, acoustics needs to be a key element of the thinking.”

Schwarz seconds that, saying a number of architects, interior designers, developers and project managers have learned the hard way the implications of not incorporating acoustic engineering at the right stage.

02

“Budgets don’t often consider separate acoustic consultants because developers feel that these needs, if any, can be taken care of by a contractor or supplier who can conduct the study and execute the requirements”

OCTOBER 2016 15

IN PRACTICE

03 Ian Knowles, UKMEA acoustics

One thing to be watched out for that could lead to this discipline being undervalued, is that often manufacturers and suppliers become an integral part of the design team, as opposed to specialised acoustic consultants, says Dawood.

“While these specialised manufacturers or suppliers are aware of 03 the products and systems, they might not be aware of the overall needs and requirements of the projects. When this happens, the benefit of the client and project may be superseded by their own interest in selling their products,” notes Dawood.

Despite these constraints and issues, efforts are being made by acoustic professionals in the region to spread awareness among their industry peers and governing bodies about the benefits of their practice.

In fact, a body called the Middle 04 East Acoustics Society was formed in 2008 by a small team of acoustic professionals, currently chaired by Schwarz. This organisation has grown over the years to over 40 members consisting of consultants, suppliers, engineers and local authority representatives, all with a keen interest in this space.

The society also comprises a technical committee whose purpose is to promote professional engineering among its members, advise the executive committee on all technical matters, and act as a forum for 05 coordinating the technical and research activities of the society.

As a member of the organisation, Philip says, “This organisation is working towards being in a position to advise the government as well.

Since acoustics isn’t a very big area, there aren’t any strict standards that are in place. There are values that need to be followed, but they aren’t as broad as they should be. In fact, I feel this is something that should be taken seriously and included in the building codes too.”

With awareness of the implications of inadequate acoustic design growing steadily, developers and contractors are becoming 16 OCTOBER 2016

leader at Arup Engineering.

04 Thomas Philip, director sales at Moov group.

05 AlAnwar Dawood, acoustic consultant at PMK Consultants.

more conscious of the need for this specialisation.

“As Middle Eastern countries increasingly look to ensure the wellbeing of their citizens, I would predict that acoustics consultancy will become far more important across a number of construction projects, and not just the landmark performing arts venues,” says Knowles.

Dawood agrees, saying that although the trend to hire acoustic consultants with low fees may continue on many small or low to mid-scale projects, large, more complex and prestigious projects should see a change.

“For the latter, where acoustics is identified by the client and designer as important, acoustic consultants will have the opportunity to offer a decent level of service and secure reasonable fees,” he says.

Sharing this optimism, Philip thinks the future of acoustic consultation is bright. In fact, businesswise, they’ve seen more jobs this year than last, and general market movement is upward.

Schwarz shares his concluding thoughts as well.

“Developers are quickly learning that with a growing number of educated and experienced renters and buyers, expectation of building quality and performance is also increasing. Developments which overlook important aspects of design, such as acoustics, are finding that they cannot expect to achieve premium price tags without premium quality design.

“As such, the future looks good for those who are knowledgeable and practical with their professional services.”

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IN PRACTICE

INTERVIEW

Crafting Experiences Davina Munro speaks to Joe Zenas of Thinkwell about his plans for the firm in the Middle East and the future of location-based entertainment projects he path that led to Joe Zenas becoming one of the most sought-after locationbased entertainment specialists was not straight. His first exposure to theme parks and entertainment solutions began back in 1990, when he joined Disneyland in the US as a musician. Zenas soon worked his way up the ranks to the role of producer, producing live shows and large-scale events.

It’s safe to say that from there, his career has been a roller-coaster ride. Zenas has worked in Japan, and even had the opportunity to wow audiences with shows for the Super Bowl half-time show in the US and the Opening and Closing Ceremonies for the 1996 Olympics in Atlanta. Eventually, that road led him to the Universal Studios creative team, where he met his future business partners, who then founded the Thinkwell Group in 2001.

Middle East Consultant caught up with Zenas to learn more about the road ahead for Thinkwell in the Middle East, and his take on where location-based entertainment projects are heading here.

“When we began Thinkwell, the plan was to be a small boutique design company. We started out saying that we wouldn’t have more than 10 employees and that we’d just hand pick the projects. However, that changed when we started getting bigger projects and began working on not only the design of them, but also the production and the overseeing of building them. Currently in the US, we have about 160 employees in our Los Angeles office. In Beijing, we’ve got around 40 people, and in the UAE, we have a dozen staff at the moment.”

OCTOBER 2016 19

IN PRACTICE

Talking about how they operate as a firm, Zenas says that they are content master planners, as opposed to regular master planners. In order for their projects to be truly effective, they must be brought in at the initial stage when the client is in the process of figuring out how to engage a guest within a space or an intellectual property.

“At Thinkwell, we work side by side with the architects who are actually doing the physical master plan. We programme all the experiential components on top of that.”

Elaborating the point and explaining how they plan an entertainment solution for a given location, Zenas says they start by making sure to work with a client to define parameters. Without these, he says a project won’t be able to achieve any economic goals, which is its key purpose.

“What we like to do first is sit with our client and understand the parameters of the box. We identify things like how much capital they want to spend, what their operational assumptions are, and even the kind of guest expectations they have from a project as well. Once we define some of these goals, we turn it over to our team, who then come up with a lot of creative ideas for it.

“Interestingly, our clients come from three different backgrounds.

Some of them are developers who have land and money, and want to build a business. The second kind are clients who have intellectual properties such as a movie studio or a video game, and want to manifest it in the physical realm. The third type are clients who are operators with an ongoing operational property such as a theme park, museum, resort or hotel, but need to introduce some kind of new activity in it.”

In addition to working with these groups, Zenas says Thinkwell also brings a lot of front-end strategy to the table. This is where they take their own intellectual property to a developer looking to enter the

region, and then help them strategise that new offering for a project.

So what kind of projects work best in the Middle East?

Zenas says the most interesting thing about developing a project specifically for the Middle East is the importance that has to be given to family and multigenerational engagement.

“In this region, family units come out together to experience an entertainment product. We also have to consider things like property activation during different parts of the day and week. For example, the way you operate a property on a Wednesday morning is different from the way you would run it on a Friday night.

“The users in each case would be different, and so would the age groups as well. Since various activities need to be in there, we focus on having layered content and adaptive environments. Basically things that can change on those parts of the day, and this is an important element in this region.”

In terms of the design of the project itself, Zenas says various cultural aspects need to be considered in a Gulf country. To start with, you can’t be reliant on language to clearly communicate a story or engage a person. Entertainment products need to be visual and kinetic, and the space and experience needs to be special without language.

Technology is another element that plays a key role in engaging users on a project. In fact, Zenas says that while most expert discussions 01 01 NatureQuest at Fernbank Museum of Natural History in Atlanta, Georgia covers an area of 8,000 square feet.

02 The Snow Park at Ski Dubai in Mall of the Emirates was Thinkwell’s first project in the region.

03 Warner Bros. Studio Tour London: The Making of Harry Potter is a Thinkwell project that opened in 2012.

20 OCTOBER 2016

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02

“In this region, family units come out together to experience an entertainment product. We also have to consider things like property activation during different parts of the day and week. For example, the way you operate a property on a Wednesday morning is different from the way you would run it on a Friday night” revolve around how to get people off their devices, Thinkwell believes in using them to add to the user experience and to interact with them.

“We don’t ignore the fact that our guests walk in with their phones and other devices. While we wouldn’t want them to be dependent on it, we’d like to think of ways to engage them with it. At the end of the day, what we’re creating are emotional souvenirs, so the idea of engaging and activating social media is an incredibly important part of every contextual thing we do.

“Earlier, the digital experience was treated separately from the physical experience, but now it’s one thing. We’ve actually started a digital studio that works hand in hand with our experiential physical design team, because we think that marrying both these realms is an important part of the entire user experience.”

Considering the distinctiveness of these entertainment projects and the vast expertise and skill sets required to deliver them, Zenas says their approach to staffing can be addressed from both a corporate and a project standpoint.

“Corporately, we have people from an incredibly wide range of disciplines working in our office. We have employees with architectural

degrees, master planners, writers, technical designers, 3D-modellers, illustrators and story tellers. We also have a very large digital interactive group of programmers.

“The thing that is common in all of them is that most people have an interest in doing multiple things. In fact, it’s quite common to find someone working on a museum, a theme park and on a presidential library, all in a typical work day.

“When we staff our projects, we have a very theatrical approach.

It’s more like how you’d create Broadway or a movie, where we have a producer who is in charge of people, time and money, paired with a creative director who is in charge of story and content. Then we have art directors and technical designers working with them to create that vision. These are the people who we try to keep in place as the leadership team throughout a project.”

Speaking about past and current developments, Zenas says Ski Dubai in Mall of the Emirates was their first assignment in the Middle East, after which other opportunities in Dubai and in Abu Dhabi followed.

In terms of current projects, Thinkwell is involved in a range of developments including Expo 2020, where they are part of the content OCTOBER 2016 21

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A D N C O A T ND

03

development team, and are working on an entertainment master plan which will provide engaging solutions.

In Dubai, they have also worked on the Jumeirah Hills project and on Dubai Pearl, while in neighbouring Abu Dhabi, they’re currently working on a project on Reem Island.

Besides the UAE, Saudi Arabia is another upcoming market where they are working on projects surrounding its 2030 vision.

They are also seeing a fair amount of activity in Oman, Egypt and Saudi Arabia, where they are working with Majid Al Futtaim on snow experiences.

In terms of the challenges they encounter, Zenas says the execution of complex developments like theme parks faces a lot of issues. This is because project delivery, specialty vendors, methods of building, and safety and operational requirements are all very different from that of a regular development.

“These kinds of project really require the delivery team to get involved early on. It doesn’t just follow the same clean design and hand-off to procurement.

“There is a lot of intricate hand-holding and shaping that is required from the start through to the end, and that’s the challenge here. But the region is getting more comfortable with delivering these kind of projects as compared to before.”

Speaking about the impact of the current economic climate on location-based entertainment projects, Zenas says Thinkwell isn’t seeing any negative effects yet. In fact, he believes they can be seen as bellwethers in the industry for forecasting where things are headed, because they are at the front end of most developments.

“We see the economic trends before they happen, because people will stop designing audacious projects if the economy was that bad.

On the contrary, we’re actually seeing more work these days, so I 22 OCTOBER 2016

“We don’t ignore the fact that our guests walk in with their phones and other devices. While we wouldn’t want them to be dependent on it, we’d like to think of ways to engage them with it” believe that there is a strong leadership and vision in place that is ensuring that the country is not reliant on a particular revenue stream to determine whether a project is worth investing in or not. Also, by doing this they’re guaranteeing that there is a deeper economic stream and activity base five years from now.”

Sharing his final outlook on Thinkwell’s way forward, Zenas says they are looking to expand their capabilities regionally, as this would help them to deliver more projects.

Beside this, he asserts that he and his team have been very fortunate in that the growth Thinkwell has seen is based on the increasing number of opportunities coming their way.

“We’re not speculative with what we do. We grow by the demand that is present, but if things continue the way they are in 2016, I truly believe that our footprint in the Middle East will only turn stronger.”

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PO Box 73889 Dubai UAE Tel +971 4 338 4277 Fax +971 4 338 4299 admin@ckr.ae www.ckr.ae

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Educate ME Safety and Security of High Performance Building - Part 1 Experts at Dow Corning discuss the use of silicone sealants in protective glazing applications

24 OCTOBER 2016

01

choice when high quality and high durability are required.

The structural glazing silicone sealants introduced in the late seventies revolutionised the faรงade market by combining sealing and structural properties in one material.

Structural glazing, a method of bonding glass, ceramic, metal, stone or composite

Image: US State Dept

T

he market for commercial glazing and faรงade systems is changing.

New requirements imposed by standards, regulations and customer expectations are creating demand for high performance products.

Specifications, which are becoming more stringent and prevalent in these changing times, are growing product value.

Protective glazing is a good example.

Global climate change is increasing the level of exceptional weather, imposing more severe conditions on modern construction.

In Europe and the Middle East, it is becoming more prevalent for new commercial construction or commercial refurbishment to specify blast-resistant glazing.

The purpose here is to protect people inside and outside the building from any injuries caused by blast-borne debris. The Americas and Asia are also faced with increased demand for protective glazing products as building owners also need to protect themselves from relentless weather such as storms or hurricanes, while facilitating insurance coverage in the event of a disaster.

Silicone sealants are widely used in the construction industry for high quality weatherproofing, thanks to their inherent durability, adhesion and general performance. Because of their specific chemical nature linked to their polymer, silicone sealants exhibit unique properties in sealing applications and are the material of

panels to the frame of a building using the strong and long-term adhesive benefits of silicones, rapidly became very popular among architects for providing limitless design possibilities.

The concept of a totally glazed faรงade combined with full performance became possible, as the silicone sealants not only

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For more information, please visit the Dow Corning website at www.dowcorning.com/construction

improve the air and watertightness of the structure, but also support the glass panels and increase the rigidity of the façade.

The knowledge and experience of the performance of structural glazing silicone has led naturally to expansion in the use of silicone bonding techniques in new high performance façade systems.

01 When a truck bomb exploded outside the US Embassy in Nairobi, Kenya, the blast blew out

Contribution of structural silicones in

virtually all of the

bomb blast-resistant façades

windows in nearby

In recent years, several case studies where commercial façades using structural glazing were exposed to bomb blasts have revealed how well silicone bonded systems have resisted this extreme impact.

An example is the bomb blast of two buildings in Madrid in July 2000, when an estimated 20kg bomb exploded in the city.

One of these buildings was a four-sided structural glazed façade. As the glass and structure were not designed to resist the amplitude of the load, the glass façade was totally destroyed.

However, a thorough examination of the bonded system put in evidence the outstanding adhesion properties of the silicone used in the four-sided bonded system.

In almost all cases, neither cohesive nor adhesive failure of the silicone bond to the glass or to the frame was observed. The glass was still bonded to the silicone on the frame perimeter.

It was obvious that had the system been properly designed, using high performing laminated glass and specially designed metal frames, the structurally bonded windows should have been able to offer the required resistance.

In 1997, an actual test was performed in the UK on a four-sided structurally glazed façade.

The test consisted of submitting elements to a charge of 12kg TNT placed 0.8m above ground at a 6.6m distance from the facade.

buildings. While severely damaged, the embassy building had impactresistant laminated glass windows and better withstood the

02

The results confirmed how successfully a properly dimensioned structural silicone system can resist both the amplitude and the particular high frequency of the load.

Using appropriate high quality safety laminated glass combined with highly resistant metallic frames, the system successfully resisted the blast.

The external laminated glass was broken, the frame was severely bent and damaged, but the load did not break the internal glass.

The internal glass and the framing system were nearly intact, ensuring the required protection for the building occupants and so fulfilling the primary goal of people protection from any blast-borne injury.

The structural silicone system kept its

Image: Grendon Design Agency

terrorist attack.

02 View of the foursided structural frame after the bomb blast test.

adhesive properties, avoiding any de-bonding which could have led to a detachment of the frame and subsequent destruction of the windows system, with dramatic consequences in a real-life situation.

In the next issue of Educate ME, we will look more closely at why silicone is fit for purpose in protective glazing applications and give further details on the specific testing conducted by Dow Corning which confirms its suitability.

By Jean-Paul Hautekeer, global strategic marketing director – Building and Construction, and Axel Giesecke, global segment leader – Construction Chemicals & Infrastructure.

OCTOBER 2016 25

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INSIghT

The D&B Specialist

Middle East Consultant speaks to the experts about what makes a good design and build contractor f the various procurement routes used by the construction industry, design and build (D&B) is steadily becoming one of the most advocated methodologies worldwide. One reason is the programme efficiency that this route offers to developers who have become more cautious over spending and more demanding with delivery times.

In fact, D&B’s proven advantages include having a single point of contact and accountability, a guaranteed start to finish continuity, time and cost benefits, and better collaboration when it comes to value engineering and buildability issues.

But despite many clients having witnessed these benefits, this procurement route is still relatively uncommon in the Middle East, says Emma Woods, associate director at Faithful+Gould.

“One of the reasons why design and build hasn’t caught on faster here is because of inexperience and the lack of education about what it entails and what is required. There is a perception that quality is compromised by contractors who are only interested in maximising their margins, and naturally commercial developers of premium products tend to be wary of this risk.”

With D&B projects demanding that the main contractor be able to handle a high level of coordination between teams, among other skills, to ensure a project’s success, having a seasoned professional on board becomes a crucial factor.

When appointing a D&B contractor, there are certain criteria and fields of expertise a client should look out for.

Michael Byron, resident director, UAE at SSH, says that before entering into a contractual relationship with a contractor in a D&B scenario, it’s important to check if they have the relevant experience and can demonstrate a thorough understanding of the field. This means that they should be able to effectively manage a design and have a strong knowledge of the process of doing so.

“The early stages of the D&B process are about adapting the design 26 OCTOBER 2016

and method of construction to the supply chain. In order to do this successfully, the contractor and his team need to understand the client’s requirement, and that’s the key to delivering it successfully.

“The challenge while choosing a contractor is finding one that is fully equipped to adapt their methodology to the client’s requirements rather than forcing their own supply chain onto the project’s design. Therefore, they must have a high degree of flexibility. In fact, the design bit truly comes into play when the contractor has to actually find ways to achieve a technical design that suits the client’s brief and the ultimate goal.”

Woods agrees that employers should look for a contractor who has a proven track record of delivering high-quality products on a relatively fasttrack basis. This also requires the contractor to have a team of experienced staff who can integrate well with the employer’s team from the outset, thereby bringing to the table the benefits of their expertise in making projects inherently more buildable within a streamlined programme.

Another factor a client must consider is that not many D&B contractors have in-house design expertise, says Anil Menon, director at CKR Consulting Engineers.

“While many of them do hire staff with design experience, it does not always compensate as a solution, because design culture and expertise is built over the years. As a result, many D&B contractors hire traditional design firms to work on the design. That is something that a client needs to be aware of, because strong integration and a shared vision is essential for the successful delivery of a project. Additionally, the D&B contractor would also need to be aware of integrating the requirement of different consultants, client and operator during the various design phases.”

Given the many qualities that a client must look for in a contractor, the question is whether there are enough experienced design and build professionals in the Middle East. The trio say that while there isn’t a dearth of talent, it is a work in progress as this methodology is relatively new to the region.

In fact, Byron believes the region is in the midst of a transition.

“The number of contractors who are experienced in this area of expertise is increasing constantly, and the quality of work is also improving along the way, so it’s definitely an ongoing process. I would say that as

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OCTOBER 2016 27

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01 Anil Menon says Expo 2020 and Qatar 2022 present ideal

it evolves, the quality of delivery will continue to improve, choices will get better, and in time to come it will become more accepted, which is ultimately beneficial for the industry.

“So I don’t see it as a lack of experienced professionals, I see it as being in the midst of a transition. I’m sure time will reveal a more refined approach 01 to the process, and more able contractors as well.”

Menon adds that while contractors here are capable of building great projects, egos need to be left behind if the design and build model is to catch on.

“Dubai has seen some of the best built projects in the world, but despite this, the design and build model is not widely used. You have grade A contractors and grade A designers and consultants here. All you need is a one team spirit, an understanding of each other’s strengths and an integrated 02 process to pull off a successful D&B contract.”

There are other means by which D&B contractors and consultants can enhance their skills as well.

Byron says one way of bringing a team up to speed with new D&B practices is by conducting regular training programmes for staff.

Additionally, he believes that the industry can benefit from having an accepted structure that D&B contractors and clients can work with.

“Having a framework could provide a benchmark and ensure consistency in 03 the approach that is taken across the region. If guidelines are given by the various GCC governments, contractors, clients and designers could work within them, plus it would provide more consistency. It would also allow training to take place in a more focused way, which would ultimately keep things progressing.”

In Menon’s view, while D&B contractors may not be able to build a fully-fledged design team, they can consider outsourcing to a design firm or alternatively buying out a flourishing practice. But as the market supply of good design firms who are willing to participate in D&B contracts is 28 OCTOBER 2016

opportunities for D&B. 02 Michael Byron points out that regular training programmes for staff can bring teams up to speed with changing D&B trends.

03 Emma Woods is cautious about the uptake of design and build in the region, explaining the majority of developers are yet to embrace it.

high, integration with these firms is key, he insists.

“Skill sets and training will directly relate to understanding the design process well and will also reduce the designer’s oversight during supervision to a minimum. For example, onsite meetings can be reduced, the shop drawing process can be nearly eliminated, and the material submittals and procurement can be done well in advance. All of this will have a direct impact on time and help with cost savings as well.”

Naturally, there will be certain challenges while trying to bridge the gaps in the industry. Some of the issues Menon sees the industry facing are improving competitive bidding, client interaction and bettering the project journey in terms of collaboration.

One of the roadblocks Byron sees is the fact that contracting is a very tight industry at the moment.

“It’s no secret that contractors are working on very tight margins, and this in itself is a challenge as it doesn’t necessarily promote an evolution in the methodology. However, as we move towards Expo 2020 and Qatar 2022, a large volume of contracting work is coming into the system. This presents a challenge in the supply chain and ultimately in the cost involved. At the same time, I think it presents an opportunity to embrace D&B while working on these projects for these events.”

Though clients are now more aware of the benefits of D&B over traditional procurement, they must trust the contractor enough to

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completely transfer the design responsibility to them, says Woods. In fact, she thinks the transfer of design responsibility is the main hurdle to cross in order for clients to move away from the deeply embedded traditional procurement routes.

Despite the current difficulties design and build faces, it definitely has a promising future in the Middle East. Sharing his concluding thoughts, Menon reiterates Byron’s views about Expo 2020 and Qatar 2022 presenting ideal opportunities for D&B. He also stands firm on his stance that having the right team in place can go a long way.

“Any project requires the right people and the right attitude. If the spirit of collaboration is embraced and each party appreciates each other’s contribution, the D&B contract can definitely become more popular and the choice model for clients.”

Byron shares this optimism and sees the contracting industry becoming more sophisticated in the years ahead. Furthermore, markets in the region, especially the UAE, have also matured, and this eventually will lead to their embracing the D&B methodology even more.

However, Woods is a little more cautious.

“Historically, design and build was used on infrastructure projects with a lot of repetition, where the aesthetics took a back seat to the functionality of the development. Although we are now seeing an increased number of complicated and architecturally-led developments being procured successfully through design and build, whether we will witness this growth in the Middle East is yet to be seen. I think we are a long way off from design and build being the procurement route of choice by the majority of developers,” she concludes.

“You have grade A contractors and grade A designers and consultants here. All you need is a one team spirit, an understanding of each other’s strengths and an integrated process to pull off a successful D&B contract” 04

OCTOBER 2016 29

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Specify ME From fire protection to AD plants, Balmoral’s global portfolio is remarkable.

Choosing Wisely Colin Shaw, export sales director at Balmoral Tanks, highlights the importance of using quality-certified products on projects What are the benefits of specifying a quality product for a project?

Despite efforts to differentiate between a welldesigned, well-made tank and what can be termed a low-grade design and a less stringently manufactured product, water storage tanks are seen as low-tech items that perform a rather fundamental role.

However, if one gives this a little more thought, the humble water tank is storing the world’s most valuable commodity and deserves to be contained and managed in the best available product on the market.

Here at Balmoral Tanks, we know through first-hand experience that while consultants may think they are specifying the appropriate product, they are often led to take the easy option and cut and paste from another project, 30 OCTOBER 2016

without giving too much thought to the end requirement. This is a human frailty we are all subject to, but when dealing with such a precious natural resource, a serious specification consideration is required.

A good example of this is where a specification calls for a tank to be Water Regulations Advisory Scheme (WRAS) approved, which means all materials in contact with the water have to be tested for their suitability for use with potable water.

In fact, only a handful of tank manufacturers have fully tested and ratified ‘Product Approval’, the remainder merely having ‘Material Approval’ for the glass reinforced polyester (GRP) materials normally used in sheet moulding compound (SMC) form.

WRAS identification graphics for both

approvals are very similar in appearance and can be easily overlooked by the unaware or less rigorous consultant. Suppliers of tanks using only WRAS-approved materials do not make this clear in their documentation, for obvious reasons.

What long-term value does it create for the client through the lifecycle of a project?

Balmoral Tanks has for many years believed that our products should meet the standards and quality required by the sectors we serve. We continue to promote the differences in product performance and compliance with international standards, in an effort to bring equality to the market in terms of technical criterion.

The commercial versus technical dichotomy is probably starker than ever in a highly competitive marketplace. Fundamentally,

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For more information, please visit the Balmoral Tanks website at www.balmoraltanks.com

though, while clients have the right to expect specialist tank suppliers to provide safe, sustainable and verifiable designs, it is also important that they understand the potential consequences of accepting designs which may appear to offer a minor commercial advantage up front. Most of these, however, are neither verifiable nor sustainable, and ultimately may not provide the safest or most appropriate wholelife solution. The bottom line is that a verified structural design is an integral part of any tank installation and is neglected at the peril of the overall project.

What global standards and certifications should clients look for in a supplier or

physical properties quoted in technical journals.

GRP is a formulation of polyester resin, glass, filler and pigment which is derived through testing various formulations until the desired physical properties are achieved.

This is where the variances in panels become apparent in terms of strength, opacity, osmosis and UV resistance, all of which independently are a problem but if acting together can cause catastrophic failure.

To avoid such disastrous consequences, greater care should be taken in the selection of the product. Consultants must stick to their guns if contractors offer alternative proposals which, on the face of things, look similar or indeed the same.

manufacturer before choosing a product?

Balmoral will always provide products that are fully accredited by bodies including WRAS, LPCB and FM Global. This is supported via third-party organisations such as BSI and ISOQAR, who audit and approve Balmoral Tanks’ quality management systems: ISO 9001, 14001 and 18001.

The company is also a member of the BAFSA, WorkSafe, Constructionline and Achilles initiatives. These are the reference point requirements on which to base an equitable specification. Taking GRP panels as an example, a common oversight is that there is only one truly international specification for GRP sectional tanks – BS EN 13280:2001. This is a performance specification and does not tell you what materials should be used, what design the panel should take or what manufacturing method should be used.

There are clear guidelines on the testing of GRP tank panels, which should be capable of withstanding six times their working pressure.

For example, the base of a 4m deep tank should be tested to 24m of water pressure without the panel diaphragm cracking. This is a huge factor of safety which some manufacturers believe is not necessary and simply do not comply with.

GRP is not like steel, where you can find

Give us your outlook on 2016 and where you see the market heading.

Balmoral Tanks is a long-term player and has been a partner to the MENA construction industry for more than 20 years. Providing hot press GRP and steel panel water tanks, as well as epoxy coated steel tanks, we are the recognised supplier of choice for the most prestigious of projects. Customers recognise the differentials we provide in terms of global experience, the quality of our product as well as our commitment to service and delivery.

Although the region is experiencing shortterm challenges, we remain committed to our policy of continuous improvement and will never become complacent. We are confident that this positioning in the market place will help us continue our growth trajectory. We would like to encourage readers to visit our booth at the Big 5 exhibition. We will be in Hall 3 in the Water Technology section.

Balmoral provided more than 1m litres of potable and fire protection water storage for London’s Olympic Village.

OCTOBER 2016 31

ON SITE

SITE VISIT

First in Class

Gavin Davids visits the First Avenue Mall and Hotel in Dubai Motor City to find out how this retail and hospitality project aims to bring the surrounding communities together ack in the late 1990s, just as Dubai was taking its first steps towards becoming the global mega-city it is today, no one would have imagined that there would be much life outside the city’s core areas.

In those days, the city and its residents congregated around the creek, creating the bustling and vibrant districts of Deira and Bur Dubai.

However, this growth came at a price, quite literally. As competition for living spaces became more and more intense, developers and residents alike began looking for new places to live. This led to the creation of what locals call New Dubai, which is anything beyond the Dubai World Trade Centre.

As the years ticked by and the population of the city continued to grow, even these new developments became increasingly infeasible, and people once again began looking for new areas to live. Where there was once nothing but barren sand, pockets of civilisation began appearing, 32 OCTOBER 2016

ON SITE

“This building will be unique in this area. Honestly, I haven’t seen this design, with this shape of plot”

OCTOBER 2016 33

ON SITE

creating residential communities of identikit villas and townhouses that formed satellite suburbs to Dubai’s main arteries.

One such community is Dubai Motor City, a mixed-use development

by Union Properties that is home to the Dubai Autodrome, residential units, retail outlets and business towers. While the Autodrome was completed in 2004, the completion of the rest of the development took a little longer, with handover of the residential units in UpTown Motor City only commencing in 2009.

Even now, elements of the community remain uncompleted, with plans for a hotel and theme park left abandoned halfway through construction. Like many other projects in Dubai, the reason for the slow progress is the financial recession that shook the country in 2008/2009.

Now, however, there are marked signs of progress, not just in Motor City but also in areas around it – Arabian Ranches has undergone an extensive expansion, while projects in Dubai Sports City continue to be completed at a rapid pace. Meanwhile, developments like Akoya by Damac, IMPZ and Jumeirah Village Circle continue to develop rapidly.

These many residential developments coming up in the area are why Saudi Arabian developer Al Tawfeeq for Development and Investment (ATDI) decided to enter Dubai’s retail segment for the first time.

“Motor City by Union Properties is an attractive, emerging residential suburb in Dubai, with great attractions, such as the Autodrome and an upcoming theme park,” a spokesperson for ATDI says during a tour of the project.

“Introducing First Avenue Mall and Hotel to such a beautiful 01

34 OCTOBER 2016

community will definitely add value to all stakeholders.”

While the city already has an abundance of shopping malls and retail projects, ATDI believes the project it’s launching in Dubai Motor City will come to be vital for residents in the area. The First Avenue Mall and Hotel will focus on the upper middle-class to high-end segment of the market, offering a modern, family-friendly space that will answer a number of residents’ needs.

“We’re developing a state-of-theart environmentally friendly retail and hospitality project to cater for the rapidly increasing number of households in the Motor City district.

“One bit of good news that I can share with families living in this area is that we’ve secured a wonderful retail mix, which will definitely make living more enjoyable in this part of Dubai,” he continues.

Designed as a two-storey structure, the mall will have a built-up area of around 30,000sqm, says Abbas Saadoon, chief resident engineer for Dewan Architects, the lead consultants on the project.

The total built-up area for the project will be 43,000sqm on a 24,000sqm plot area, he adds.

“For the shopping mall, we have retail units, restaurants and coffee shops. Of course, there’s also landscaping for both mall and hotel – we

ON SITE

01 The First Avenue Mall and Hotel project is being built to be a five days a week destination for residents.

02 The two-storey mall will have 30,000sqm of built-up area.

02

have both hard and soft landscaping,” adds Saadoon. “The mall is two floors, with about 30,000sqm of built-up area and a 342-space car park.

On-grade parking is 70 spaces, with bicycle parking also available.”

“There are also a lot of terraces,” the ATDI spokesman adds. “It is an open mall, and while the fashion in Dubai (for these types of malls) is similar, I think that the other trendy malls that have opened are meant to attract tourists. This project is more for people actually living in the area. We’re a five days a week destination, unlike the other malls, which are weekend destinations.”

With the hotel operated by the Radisson Group under the Park Inn brand, Dewan was keen to involve it from an early stage in construction, with Saadoon explaining that it was consulted during the design process with its specifications taken into consideration.

Designed as a four-star hotel, the Park Inn will offer visitors a variety of choices, from 25sqm rooms to 52sqm suites. The four-storey property will also have conference rooms and business facilities targeted at the various business surrounding Motor City. The hotel rooms will start on the second storey of the property, which will also contain a gym, spa and swimming pool on the roof.

“We believe that there are a lot of businesses coming up in the area – IMPZ, Jumeirah Village Circle and Triangle, the media production zone and so on. These guys don’t have enough options for their meeting requirements or hotel stay,” says the spokesperson from ATDI. “The hotel

is also coming up to cater to visitors of families in the neighbouring areas and for social events.”

Coming to the construction of the hotel, Pivot Engineering and General Contracting was appointed as the main contractor, with Dewan Architects leading the construction programme and supervising works on-site, Saadoon says.

“Dewan is the lead consultant for the project. We provide first of all the design to the client, and then the supervision. This project has been designed by us, with sub-consultants of course, as we’re not experts in landscaping and kitchens, or something like that.

“How the scope of work goes is like this: normally we get the tender and then invite all the contractors that we know as a consultant, ones that we’ve dealt with before. We send this list of contractors to the client and then they submit their bids. At the end of the day, the project was awarded to Pivot. The price is $55.05 million.”

The project broke ground in Q2 2015, ATDI’s spokesperson says, adding that work on-site is progressing well, with the mall and hotel expected to be fully operational by the first quarter of 2017.

“During Q4 2016, we will be very happy to hand over the units to our partner tenants in the mall,” he says. “We have completed the superstructure and we’re now doing the last touch-ups of the MEP connections. The last slab was casted a week ago [from the date of the interview] and now we’re doing the last touch-ups with regards to the swimming pool of

“It is an open mall, and while the fashion in Dubai (for these types of malls) is similar, I think that the other trendy malls that have opened are meant to attract tourists. This project is more for people actually living in the area. We’re a five days a week destination, unlike the other malls, which are weekend destinations” OCTOBER 2016 35

ON SITE

03 The size and layout of the plot was one of the biggest challenges faced by the project team.

04 Work on the project is expected to be completed ahead of schedule, the developer says.

the hotel and the snagging in the superstructure. This will be followed by the glass and aluminium installation, and then we’ll be ready to hand 03 over to tenants.”

Looking back at the construction of the project, both Saadoon and the ATDI spokesperson say the first challenge was the size and layout of the plot. While it was certainly a large space, the design team also had to contend with a kilometre-long stretch of main road running parallel to the site. Furthermore, because the mall and hotel are backed by the Dubai Autodrome, the design of the hotel had to be adapted to the shape of the plot, ATDI says. The upshot is that Dewan’s team were able to come up with a design both sleek and modern, inspired by the Autodrome flanking it.

“We are blessed with having such a beautiful piece of land in Motor City. The design has been inspired by the shape of the land. Although it was challenging to make the design as efficient as possible, we managed – through Dewan – to come up with a design that is visually impressive and modern,” ATDI’s spokesperson asserts.

“If you look at this project, design-wise, it’s like a template for me,” adds Saadoon. “This building will be unique in this area. Honestly, I

“Although it was challenging to make the design as efficient as possible, we managed – through Dewan – to come up with a design that is visually impressive and modern” 36 OCTOBER 2016

haven’t seen this design, with this shape of plot. The plot is very difficult actually, but the designer has done a good job on the view and façade of the project.”

With the construction deadline not far away, of course, it’s important to ask what sort of construction methodologies were put in place for the construction programme. Both ATDI and Dewan were clear about taking a leadership role on the project, working together to ensure that the project and contractor faced as few delays and disruptions as possible.

“To be honest, we have one of the best consultants in Dubai,” says the spokesperson. “Dewan are the designers and supervisors of the work, and we – as owners – are on-site every day. We’re not ‘supposed’ to be on-site every day, but we have made ourselves available to ensure the solving of day-to-day operational issues, with planning and preparation.”

“We’re not executing and finding problems and then solving them; we actually know what the problems will be ahead of time. Things are pretty much on autopilot mode at the moment, because we already know what we have to do.

“For example, next month [September] we know that we have to connect Emicool. DEWA has already been approved and the plant rooms are under construction, while our major anchor tenants have been signed, with their construction and technical requirements incorporated. All of this is working in a network and we’re ensuring that the details are being taken into consideration ahead of time.”

For Saadoon, being the senior resident engineer means he and his team have to keep track of what happens on-site. With a construction crew of 1,500 working in three shifts through the day and night, this means keeping a strict eye on the health and safety of everyone.

“Regarding safety, as a consultant, we put that first. So far we haven’t had anything happen, but I personally believe that safety is very important and we try to communicate that. We do this by having toolbox talks and meetings with the contractor, and especially with the safety officers of the

ON SITE

contractors and our own. By meeting and sending letters and NCRs and site instructions, we coordinate with the contractor (to ensure safety). As well as this, we also conduct routine site visits and give verbal instructions to the contractor. For the night shift, we put staff from Dewan on, but honestly speaking, that’s not much of an issue because there’s not too much work going on during the night,” he says.

“Furthermore, we have a weekly HSE meeting where we raise issues.

Here we also instruct the contractor to reduce the noise caused by using machinery (at night), as well as discussing logistical issues (related to this). The concrete in the pumps can be quite noisy, so we try to change the logistics (keeping in mind the residents). So far, we haven’t received any serious complaints.”

Saadoon adds that Dewan holds three meetings a week with the contractors and subcontractors on the project – one is technical, one is on progress of work and one is a safety briefing – where all targets and expectations are laid out.

“We have technical meetings, especially for MEP. Our project is supplied by chilled water from Emicool, and of course it is also supplied by fire-fighting systems, because we have different systems. We also have electrical works, with the low current – CCTV and the public address – and we have light control, fire alarms and so on. So we hold a weekly technical meeting as well as a progress meeting, in addition to the safety meeting,” he says.

As a developer, ATDI also takes HSE very seriously, with the spokesperson explaining that it supports Dewan and the rest of the project

team with any measures they wish to introduce. He adds that its presence on-site also allows it to help coordinate and manage the workflow.

“The good thing about this plot of land is that the right side of the mall is vacant for us. So we’ve been using that as a laydown area for the project.

We also have good access to the site and we continue to cooperate with the RTA and the Motor City Community Management for the good flow of trucks and heavy equipment into and out of the site, without interrupting the residential experience of Motor City.”

As the site visit draws to a close, the spokesperson from ATDI is keen to highlight a crucial aspect that allowed the project to be completed quickly, with relatively few hiccups.

“We’re blessed that we’re constructing this mall in Dubai. Although the cost of construction is quite high – especially compared to Saudi Arabia – the clarity and efficiency of the system enables the contractors to execute major developments such as this project.

“We have tens of subcontractors on-site, working side by side, hand in hand with the main contractor to finish the project on time. Everything, from cranes to blockwork, to concrete, to steel, to wood, all the major materials are available in Dubai, and because we have the funds available, we’re able to finish up ahead of time.”

That this can only be good news for residents in the area, is a point that is not lost on the ATDI spokesperson.

“I want to tell families and tenants in the area that we’re bringing in a shopping centre and hotel to cater for their requirements, and we’ll ensure that they find what they want,” he concludes.

04

OCTOBER 2016 37

in practice

COMMENT

Mapping the Future David Stader, Transportation Regional Business group manager, and Nabeel Khan, Transport Planning practice lead – MENAI at ch2m, discuss transport planning for an industrial revolution in the Middle East

T 01

01 David Stader, Transportation Regional Business group manager, ch2m.

02 Nabeel Khan, Transport Planning practice lead – MENAI, ch2m.

03 When planning intersections, consideration must be given to the traffic demand and the types of roads being connected to.

38 OCTOBER 2016

he last decade has seen a growing number of governments within the GCC focus on diversifying their economies. Part of this is to be achieved by implementing strategies that enable the development of indigenous industry and, where appropriate, diversifying away from dependence on the fossil fuel economy.

In addition, there has been a growing emphasis on the exploitation of mineral resources following the recognition that oil dependency is no longer sustainable.

Industrial authorities have been established in many of the GCC countries to deliver these strategies. Their roles and duties include regulation of industries, encouragement of key industrial clusters and creating employment opportunities for their nationals. Additionally, they are also tasked with the construction of appropriate zones to facilitate local and international industries.

CH2M has gained extensive experience and expertise in the design and implementation of industrial zones and cities for most of the industrial leaders within the GCC. Some of these industrial cities are

in excess of 300 sq km with employment opportunities for more than 600,000 employees and a population of more than one million residents. This integrated approach has also been instrumental in the setting of standards for industrial development throughout the region.

From our experience, we have identified a number of common challenges related to transportation for large industrial cities (in excess of 300 sq km) and ways to address them.

Challenges

There are consistent challenges that apply within the GCC to the development of industrial zones.

An overriding issue that affects all industrial zones and cities is the inability to predict future industrial demand. These zones differ from other forms of development in that the infrastructure demands from individual industries vary widely. Furthermore, the timing of the arrival of those industries cannot be predicted with any accuracy.

The other challenges that normally occur in the development of industrial zones are:

in practice

i.

Unknown industrial tenants: Zones are developed without any certainty of the timescales, type and numbers of industries that will establish themselves there; ii. Remoteness: Municipalities have tended to locate industrial zones away from habitation and sources of employees; iii. Lack of available infrastructure such as transportation, water, electricity and waste; iv. Inadequate accessibility in terms of road, rail and public transport; v. Inadequate community, commercial and public facilities; vi. Inadequate operation and maintenance: Focus is on limiting capex budgets, unviable pricing strategies are linked with inadequate understanding of the need for city management as well as operation and maintenance.

In addition, industrial zones that have been developed over the last 50 years have their own multiple issues that need bespoke solutions. A further complication in the design of industrial master plans is that the solutions to these constraints need to vary with the city’s maturity.

Approach for solution

The industrial master plans CH2M has developed are intended to be costeffective, flexible and capable of adapting to changing demands over time. The concept development also needs to address short-, medium- and long-term solutions to these challenges.

Land use patterns and land allocation are fundamental to a successful master plan.

The master plan should focus on delivering a balanced land use pattern as well as a transportation strategy that is capable of reducing car journeys and explores alternative modes of transport.

Remote industrial cities need to consider the inclusion of residential and community facilities to avoid unsustainable travel patterns. The distribution of worker

accommodation within a city can also significantly reduce traffic congestion and better accommodate phasing, sustainability and servicing considerations.

Achieving such effective master plans requires the appointment of an integrated and collaborative team. It is generally preferred to have a team that includes market or business experts, master planners, infrastructure engineers, transportation experts, landscape and environmental experts. Also, no individual expert should have primacy.

Transportation strategy

A key to the success of any industrial city master plan is to involve industrial transport planners during the early concept design stage and the development of alternative concepts.

This will ensure that the final selected master plan is fully functional and has an optimal road network with a good land use balance and distribution across the site.

Modelling

are a key enabler to control, maintain and operate the transport network efficiently.

They also provide a rich source of data for transport planning, event management, cause and effect analysis and scenario modelling.

ITS should therefore have an important contribution to the management of the transport network and development of future transportation strategies.

Solutions

The capacity of the internal and external road network needs to be considered and assessed accurately in all industrial cities. Access to strategic highways and internal circulation has a major impact on the master planning development process.

The internal road hierarchy needs to be planned to allow adequate access from the major highways via arterial roads which connect to collector roads, ultimately connecting to local roads and individual industrial plots.

For the type of intersection, the transport

CH2M has developed criteria for the highlevel approximation of future traffic demand from industrial cities. These have proven to be extremely useful for clients during the concept stage.

Sophisticated demand models can be developed to replicate the transportation demands and supply for various projected phases and for different peak hours of the day. This is fundamental to enable assessment of the internal and external road and transportation networks.

Transportation assessments for industrial cities predominantly focus on the movement of people and goods. The movements of people are influenced by the varied socioeconomic groups and movement patterns during the day, as well as the socio-cultural and lifestyle patterns of the intended residents and employees. Moreover, many industries have more than one employment shift, and this will influence the travel pattern to and from employment zones over the day.

Intelligent Transportation Systems (ITS)

02

OCTOBER 2016 39

IN PRACTICE

03

demand and the type of roads it is connecting to must also be considered, and whether these roads are considered industrial or non-industrial roads. The roads also need to accommodate the needs for public transport provision, and provision for non-motorised transport such as pedestrians and cyclists.

Industrial roads are generally better planned if arranged in a grid system capable of serving the industrial plots and with a clear wayfinding strategy. The grid system is much superior for industrial areas as compared to curved roads.

Phasing of industrial cities, and in particular the initial phase, should promote the industrial cities and make them more attractive. The initial phase needs to optimise the use of the road network to allow a variety of land uses to be developed and accessed, as well as to save on the cost of roads and utilities that may not be required until later phases.

Junction solutions need to be appropriate for the high percentage of trucks expected, scale of development, traffic volumes as well as location.

Arterial roadway junctions may, at full development, require signalisation or grade separation. Such solutions are not typically 40 OCTOBER 2016

“An overriding issue that affects all industrial zones and cities is the inability to predict future industrial demand. These zones differ from other forms of development in that the infrastructure demands from individual industries vary widely� appropriate in the short to medium term of a city’s development.

Consideration should be given to priority junctions, roundabouts and providing adequate permeability within the road network for the spreading of traffic through the road network.

Further and future improvements

CH2M is continuing to refine and develop its strategies for industrial cities within the GCC. Areas of improvement that GCC leaders should consider are principally more analysis of site selection, appropriate capex and opex budget allocation, and implementation

of appropriate management processes for implementation and operation.

Close stakeholder engagement and management has been proven to determine the success of industrial city master plans.

Finally, the current explosion in industrial city development provides the perfect opportunity to collect data on metrics that can be used for future planning and future standards. CH2M is assisting key clients in this data collection and analysis. We believe this work will continue to assist in achieving the successful delivery of the goal of diversified GCC economies.

For more info Fila Middle East - Office 2705, Fortune Tower, JLT, Dubai Ph : +971 44 542 642, filamiddleeast@filasolutions.com

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C AT E G O R Y S P O N S O R S

SUPP OR T ING PA R T NERS

ON SITE

Julphar Residence to complete in 2018, says RAK Properties

Shapoorji Pallonji in Dubai property debut Shapoorji Pallonji’s property arm plans to build a 45-storey tower in Dubai, its first real estate development outside India. The Indian conglomerate, which has decades of experience as a contractor in the Arabian Gulf, plans to build the Imperial Avenue project in the Downtown Dubai district.

Developed by Shapoorji Pallonji (SP) International Property Developers, the project will be “testament to the company’s longterm commitment to the Middle East”, a statement said. The move comes off the back of Shapoorji Pallonji’s 45 years of experience as a contractor in the Middle East, working on projects such as Rove Hotels and Mudon Villas.

The tower is set to have 424 “luxury” units of between one and five bedrooms, with five levels of parking. It will also consist of a 10,000 sq ft lobby, rooftop infinity pool, fitness centre, squash courts and private function hall.

Rayomand Dastur, director of Sales and Marketing at SP International Property Developers, said: “We are very excited to move into the real estate sector as property developers in the region.

Shapoorji Pallonji is a well-known name in India, a century-and-a-halfold company that is recognised for its trust and reliability. We want to bring these very characteristics to investors here by delivering beyond expectations and without compromising on the quality that our clients have come to expect from us.”

Ras Al Khaimah-based developer RAK Properties has announced that its 24-storey residential tower on Abu Dhabi’s Reem Island will be completed by the fourth quarter of 2018. It is targeted at buyers including young executives and small- and medium-sized families, a statement said.

Julphar Residence will comprise 266 apartments that include studios measuring 40.88sqm and three-bedroom units measuring 181.16sqm. While the main tower features 19 floors of residential apartments, Julphar Residence will consist of four podium levels, including a lobby on the ground floor.

The upper three podium levels will consist of covered residential and car parking areas.

Amenities will include a rooftop communal garden, adult and children’s pools on the podium level and a fully equipped gym .

“Julphar Residence has a prime central location within the vibrant Al Reem Island community, while being close to nature,” said Mohammed Sultan Al Qadi, managing director and CEO of RAK Properties.

OCTOBER 2016 43

ON SITE

RAK Properties plans $1.3bn project at Mina Al Arab Ras Al Khaimah-based developer RAK Properties has revealed a new project worth $1.3 billion within its Mina Al Arab development. The project, the name of which has not yet been announced, is set to span approximately 811,420sqm. The announcement was made at the Cityscape Global real estate show in Dubai.

The Mina Al Arab project is set to feature an international five-star resort, a four-star lifestyle resort, serviced apartments and a shopping mall. Plans include beach and waterfront apartments, villas and townhouses with a private beach clubhouse, and dining and entertainment venues.

“This will become the leading touristic, residential and commercial destination in Ras Al Khaimah. The development breathes life into the serenity of the emirate, while keeping true to nature. The upbeat hub of the development provides an array of facilities and entertainment outlets, allowing residents and visitors to enjoy the best of what Ras Al Khaimah has to offer,” said Mohamed Sultan Al Qadi, managing director and CEO of RAK Properties.

44 OCTOBER 2016

Jordan: $214m expansion opens at Amman airport The $214 million second phase of the New Terminal Project at the Queen Alia International Airport (QAIA) in Amman, Jordan, which added 43,000sqm to its total area, was recently completed by Airport International Group (AIG), the consortium executing the project.

The project is designed to raise the airport’s annual passenger capacity from the current seven million to up to 12 million passengers, with future plans to increase capacity even further to 16 million passengers per year, said a statement from AIG. As a result of the expansion, the total number of gates in operation at the airport has nearly doubled from 13 to 25, and two new fixed-link bridges can now accommodate the Airbus A380.

The expanded facilities also include two new business lounges, two new duty-free areas and eight new prayer rooms, as well as larger monitors, additional electronic-device charging stations and an upgraded wi-fi system.

In addition, 10 additional travelators, 24 escalators and 18 lifts have been installed in the expansion to enhance QAIA’s efficient transit proces.The consortium behind the project is led

by UAE-based financial services company Invest AD, the Abu Dhabi Investment Company.

Faras Al Ramahi, CEO of Invest AD, highlighted the group’s partnership with the Jordanian government as a key factor in the delivery of the project.

ON SITE

Benoy reveals new visuals for park project

Deyaar, Millennium & Copthorne ink hospitality deal Deyaar Development has announced it has signed an agreement with hotel group Millennium & Copthorne to operate three hospitality developments in Dubai.

The alliance spans three of the Dubaibased Deyaar’s projects, including a hotel and serviced apartment development in Al Barsha next to Mall of the Emirates, according to a company statement.

The second deal involves luxury residences at The Atria in Business Bay, and the third premium serviced apartments at Montrose in Dubai Science Park. Millennium & Copthorne is set to manage and operate the hotels and serviced apartments, as well as provide consultancy services during the construction phase.

The total number of units across the three developments comes to 953, including one-, two- and three-bedroom serviced apartments and four-star hotel rooms. They are all scheduled for completion between late 2017 and early 2018.

The announcement follows a Memorandum of Understanding signed in September 2015 between the two players.

UK architecture and design firm Benoy has released new visuals of the $25.6 million renovation of Sheikha Fatima Bint Mubarak Park in Abu Dhabi, the former site of Khalidya Ladies Park. According to a press release, the open-air destination is due for completion in 2018, and has been commissioned by the Department of Municipal Affairs and Transport at Abu Dhabi City Municipality.

Driven by the Abu Dhabi Vision 2030, the project – which began in 2016 – will cover 46,000sqm. It will feature an urban forest, a creative hub and co-working space called the Women’s Centre, and an amphitheatre. It will also contain a cycling track, natural play areas and fitness zones.

Paul Priest, director and head of Benoy’s MENA Studios, said: “The ambition of Sheikha Fatima Bint Mubarak Park was to create a new type of space that bridges a gap between a traditional park format and a more modern, engaging space that appeals to all visitors. Benoy is proud of its expertise in drawing different communities together with spaces that disrupt the norm, and allow people to enjoy them.”

OCTOBER 2016 45

ON SITE

Bloom announces project in Jumeirah Village Circle Abu Dhabi’s Bloom Properties has unveiled a mixed-use project for Dubai’s Jumeirah Village Circle neighbourhood. The Bloom Heights project will consist of two high-rise towers linked internally by four podium levels, according to a statement.

It will offer a total of 686 residential units ranging from studios to one-, two- and three-bedroom apartments, with prices starting at $98,000.

Residents will have access to amenities like two swimming pools, a running track, a gym, a multi-purpose hall and retail outlets.

Although the cost of the project was not revealed, the company has said that it is scheduled for completion in early 2019.

“The shortage of good quality, mid-market accommodation is a major challenge facing the real estate industry across the country.

“This project will allow us to meet the demand for mid-market housing and fulfil the requirements of the country’s growing middle income population without compromising the quality of construction and finishings,” said Sameh Muhtadi, CEO of Bloom Holding.

46 OCTOBER 2016

Ròya appointed hospitality advisor for The Onyx in Dubai Dubai hospitality consultancy Ròya International has been appointed to provide advisory services for The Onyx development on Sheikh Zayed Road. Ròya will also act as lead advisors in the operator search, evaluation and selection process for the mixed-used project, having been engaged

by The Onyx for Development, a subsidiary of Ishraqah For Development.

The Onyx has completed the 185,806sqm project in Dubai, a three-tower class A commercial, residential and retail complex that includes 305 office units, 169 residential apartments and a three-floor podium of retail and F&B outlets, as well as a 14-storey 210-room hotel which will also include 50 branded lifestyle apartments.

“As the commercial spaces and residential tower are sold or offered for sale, Ròya will provide comprehensive strategic and hospitality advisory services for the currently unbranded shell and core hotel and 50 luxury apartments,” a statement said.

The complex is in the Greens master development, close to the Mall of the Emirates and The Palm.

ON SITE

Dubai Ruler launches Jumeirah Central mega project

Nakheel unveils twin tower project on Palm Jumeirah Dubai developer Nakheel has unveiled a luxury project located on the Palm Jumeirah featuring branded 12,000 sq ft penthouses. Named Palm 360, the project is on Palm Jumeirah’s western crescent and set in 46,451.5sqm of landscaped ground. It is anticipated for delivery in mid-2020.

It will include two boutique hotels with 110 rooms between them and 252 one- and two-bedroom serviced apartments. The highlight of the project will be 12 lavish four-bedroom penthouses, six of which will each cover an area of 1,114.84sqm –the size of four tennis courts.

The penthouses will occupy an entire floor each – or two floors in the case of the duplexes – and feature facilities such as private infinity pools, gyms and home theatres, Nakheel said.

The twin towers of Palm 360 will rise to a height of 220m, offering sweeping views of the Arabian Gulf and the Dubai skyline. According to Nakheel, unique features of the property will include a rooftop infinity ‘sky pool’ and a specialty restaurant complex connecting the two buildings at the 30th floor, more than 170m above ground. The pool will be 135m long, longer than a football pitch, the statement said.

“Palm 360 will take luxury living and hospitality to a whole new level. This unique creation brings together the very best in location, views and amenities at what will undoubtedly be one of the most sought-after addresses in the world,” said Ali Rashid Lootah, the chairman of Nakheel.

Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, has announced the launch of a major new city district called Jumeirah Central, which will span 4,366,442.88sqm of gross floor area and house 35,000 people.

The urban mixed-use city district is set to be built on Dubai’s Sheikh Zayed Road.

This “all-season city district” will have 836,127.36sqm of retail space, including three malls and 418,063.68sqm of outdoor shopping space. It will have some 44,000 car parking spaces and 7,200 hotel rooms.

Jumeirah Central will include a multimodal transport network, environmentallyfriendly transport options and aerial gondolas.

Half of the district will be open space, and it will offer one million sq ft of climatecontrolled arcades for use all year round.

Mohammed Abdullah Al Gergawi, chairman of Dubai Holding, said: “Jumeriah Central is a result of extensive research into future urban development and the creation of more cohesive societies. It is a clear demonstration of our leadership’s vision and its aim to further Dubai’s global position.”

OCTOBER 2016 47

THE BACK PAGE

LAST WORD

01 Faisal Zaidi, marketing manager at TROX Middle East.

Positive Conditioning The right ventilation and airconditioning system in an office can have positive health and psychological benefits, and stimulate the performance of workers

01

W

hen we talk about offices of the future, indoor air quality becomes an important factor to consider. In fact, creating the right indoor atmosphere that facilitates a healthy working environment is the goal of every specialist working on a project.

Over the past few decades, TROX has gained a lot of experience working on office buildings. It has worked alongside some of the best architects and engineers in the industry to develop demand-based ventilation and air48 OCTOBER 2016

conditioning strategies that take into account the relevant criteria for each building in order to meet the requirements of its occupants.

These efforts have resulted in sustainable solutions that increase the well-being of office inhabitants. Additionally, scientists have been able to prove that ensuring good air quality in an office not only has positive psychological effects, but also enhances the performance levels of workers in that space.

One way of ensuring good indoor air quality is by having the right ventilation and air-conditioning systems in place, meeting the following requirements: • Ensure a sufficient fresh air flow rate.

• Discharge the air to the occupied zone with as little turbulence and noise as possible.

• Filter fresh air to keep fine dust, pollen and other contaminants out.

• Provide individual air quality control and high thermal comfort.

• Link HVAC system components intelligently, ensuring their efficiency at all times.

Researchers at Berkeley in California have studied the interrelation of indoor environmental quality and occupant performance, and its economic benefits. They discovered that by increasing the supply air flow rate in offices, performance levels could increase by up to 4%.

What was far more interesting in the findings was the satisfaction level of room occupants.

The study found that the higher the supply air flow rate, the more people were satisfied with their surroundings.

Naturally, this is a very important aspect because motivation and well-being are directly related to the satisfaction of employees. It also reduces the sick leave rate by up to 35%.

Despite the obvious benefits, increasing the fresh air rate, and the modernisation of ventilation and air-conditioning systems, are often delayed due to the high rate of energy consumption and high investment costs.

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In fact, a US researcher named William J. Fisk carried out a cost-benefit analysis that has been able to prove that the economic benefits of good room air quality far exceed the investment required.

Studies suggest that if all office buildings in the US were refurbished with flow rates adapted to 10l/s per person, and a room temperature of 23°C maximum in winter, the annual benefit to the US due to better performance in the workplace and fewer absences due to sickness would amount to at least $20 billion.

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