Big Project ME April 2014

097APRIL 2014

Will the Louvre Abu Dhabi be ready as the clock ticks down to its grand opening?

A RACE AGAINSTTIME

ALSO INSIDE SIR JOHN ARMITTANALYSING OMANREFORMING FORMWORKDEVELOPERS STAY POSITIVE

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CONTENTS

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APRIL 2014

PAGE 22Big Project ME visits

the Louvre Abu Dhabi construction site.

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05 THE BIG PICTURE

IRAQ BECOMES THIRD LARGEST PROJECTS MARKET IN MIDDLE EAST

$519 billion in projects planned or underway in the country

16 IN PROFILE

THE MASTER BUILDER

Sir John Armitt tells Big Project ME that there are valuable lessons that

Qatar and Dubai can learn from the 2012 London Olympics

22 SITE VISIT: LOUVRE ABU DHABI

UNDER THE DOME

Big Project ME takes a tour of the region’s highest profile cultural project

32 INDUSTRY FOCUS

KEEPING THAT POSITIVE FEELING

Big Project ME finds out why property developers are keen on keeping

things upbeat

38 MARKET FOCUS: OMAN

WORTH THE WAIT

Although Oman takes awhile to get things done, it’s always for the

right reasons

42 SPECIAL FEATURE: PILING

FROM THE GROUND UP

Big Project ME pits two opposing schools of thought against each other

50 SPECIAL FEATURE: FORMWORK NG PREVENTIVELY

THE REFORMING INDUSTRY

Looking at quality control and formwork technology in infrastructure

construction

54 COMMENT: AUTODESK

EIGHT TRENDS SHAPING GLOBAL CONSTRUCTION IN 2014

Hassan Malki outlines some of the major trends shaping the global

construction and infrastructure market

60 TIME & MONEY: COINS

VALUE FOR MONEY

COINS explains how its software solutions can benefit contractors

62 TENDERS BIG 5 SAUDI

Big Project ME lists the region’s biggest construction tenders for April

76 CONSTRUCTIVE CRITICISM

MAKE YOUR MARK

Gavin Davids says that it’s time to pay more attention to the Omani

construction market

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EDITOR’S COMMENT BIGPROJECTME.COM

Stephen WhiteGroup Editor

Head in the clouds

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A few years ago, an article I wrote was quoted on Wikipedia regarding the construction of what could become the world’s tallest tower. Like a giddy schoolboy I scribbled to the world that the Kingdom Tower would be open and ready to take visitors to the clouds by 2016.

How wrong I was. But why?

Could market forces be to blame? Well, since then, building tall has fallen out of fashion and Saudi Arabia has, for a number of reasons, shifted its focus to constructing critical and social infrastructure. However, these factors have been largely negligible in terms of Kingdom Tower.

To build high you also frequently need to dig deep and following the announcement, it soon became clear that building the super skyscraper’s foundation was going to be a lot more difficult and deeper than at first thought. Although why this was news, considering that a mile-high (1,600m) version was ruled out back as far as 2008, remains unanswered over half a decade later. The Kingdom Tower may look like the Burj Khalifa in style and form but it is being set into very different soil conditions. While the piling contractors manfully carried on with the test piling over the winter of 2011/2012 they did it mostly to no avail as the scale of the job became clearer. As is often the case they had the right equipment but they did not have the right knowhow. (The fact they couldn’t manage it is perhaps excusable when you consider that the Red Sea-hugging tower is so uniquely designed and positioned.)

Sensibly the piling work was eventually passed to one of the best in the business and almost a year later in January 2013 Saudi Bauer took on the challenge; eventually pinning 270 piles down 110m. Last month EC Harris and Mace said that above ground works are ready to progress from 27 April. Both UK companies come with an enviable record in project management but Kingdom Tower has already forced us to re-learn a lesson we’ve known for decades: building high is not easy – or as Philippe Dessoy of Besix told me back in 2011: “The higher you go, the more problems you face.” The fun has just begun.

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NOVEMBER 18, 2014JUMEIRAH EMIRATES TOWERS, DUBAIwww.bigprojectme.com/awards/2014

NOMINATION ENQUIRIESSTEPHEN WHITEGROUP EDITOR+971 4 375 [email protected]

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BIG PROJECT ME SPEAKS TO SIR JOHN ARMITT, THE MAN BEHIND THE LONDON 2012 GAMES – PAGE 16

COUNTRY RANKS BEHIND ONLY SAUDI ARABIA AND THE UAE IN TERMS OF LARGEST PROJECTS MARKETS BY VALUE WITH $519 BILLION IN PROJECTS PLANNED OR UNDERWAY

WITH PROJECTS WORTH $519 billion

planned or underway in the country,

Iraq has emerged as the fastest growing

projects market in the region.

According to local agency MEED’s

Gulf Projects Index as of January

2014, only Saudi Arabia ($1.05

trillion) and the UAE ($713.15 billion)

have larger projects markets.

28% of Iraq’s projects are in the

oil sector, with the country planning

to revitalise its hydrocarbons market

through oil projects worth $145 billion.

Iraqi Kurdistan, the semi-autonomous

region in the country’s north, is

viewed as a market with massive

potential by investors, with capital

Erbil becoming a lucrative spot for

foreign firms seeking to enter Iraq.

Regions in the country’s south

are undergoing rebuilding and

rehabilitation programmes following

IRAQ PROJECTS MARKET THE THIRD LARGEST IN THE MIDDLE EAST

war and sanctions, and new legislations

are expected in the country soon.

Some of these include new

hydrocarbons and infrastructure

laws that are expected to boost

investment in the Iraqi market.

Earlier this month, construction giant

Arabtec Holding had announced its

decision to enter the Iraqi market. “We

see great potential for Arabtec in Iraq,”

Arabtec managing director and CEO

Hasan Abdullah Ismaik had stated.

“Our physical presence there

will enable us to capitalise on the

significant new business opportunities

that are available particularly in

oil and gas and infrastructure.

Iraq’s oil sector is benefitting from this

renewed investment, with international

oil companies committing to long-term

construction projects in the country.

According to MEED, Iraq earned

a record $94 billion from oil exports

in 2012, accounting for more than

90% of the government revenue.

On top of this investment, Iraq’s

government has allocated $4.7 billion

in its annual budget to finance its

existing and future power projects.

“As part of its 2014 plan, the Ministry

of Electricity requested a budget

of $12 billion to complete existing

projects and to sign new contracts to

compensate for the fluctuating shortage

(of power), but the government only

approved $4.7 billion,” said ministry

spokesperson Masaab Al-Mudarris.

Additionally, the country has

approved contracts worth $1.7 billion

with Samsung Engineering Co Ltd and

Hyundai Heavy Industries to build two

power plants in Mosul and another

location south of Baghdad, Al-Mudarris

had informed local media earlier this year.

STATSn Projects planned

or underway in Iraq $519 billion

n Iraqi projects in the Oil sector 28%

n Value of oil sector projects $145 billion

n Amount Iraq earned from oil exports in 2012 $94 billion

n Amount allocated by Iraq government for existing and future power projects $4.7 billion

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STATE-OF-THE-ART FACILITY TO BE DEVELOPED AT DUBAI HEALTHCARE CITY200-bed facility to be developed in Dubai’s leading healthcare neighbourhood

Construction for a new medical facility in Dubai Healthcare City will begin shortly, following the appointment of the main contractor on the project, the developer has said.

Developed by the Dr Sulaiman Al Habib Group, the facility will spread across six floors and more than 16,258sqm of internal space.

Arif and Bintoak Architects and Engineers have been appointed as consultant for the

project, and Shapoorji Pallonji International will provide contracting services for the facility.

“Having built our first hospital in the UAE in 1980 in Abu Dhabi, we are proud that over thirty years later we continue to support healthcare in the market with the same diligence,” said MD Saini, managing director and chief executive officer of Shapoori Pallonji International.

The 200-bed medical facility will feature an integrated centre for cardiac surgery, diagnostic clinics and a cardiac catheterisation unit.

The structure is also expected to include three basement levels for parking space.

Dubai Healthcare City was launched in 2002 to meet the demand for healthcare in the city.

BIG PROJECT MIDDLE EAST TOURS THE MAMMOTH LOUVRE ABU DHABI CONSTRUCTION SITE – PAGE 22

200DUBAI MUNICIPALITY WARNS CONSULTANTS AND CONTRACTORS NOT TO HIRE UNAUTHORISED SUBCONTRACTORSWarning prompted by investigation into the collapsed roof of a swimming pool that injured four workers

DUBAI MUNICIPALITY HAS warned

consultants and contractors not to hire

unauthorised subcontractors following an

accident that injured four construction workers

at Al Shabab Al Arabi Club in the city.

The roof collapsed during the

concrete pouring process, municipality

investigators told local media.

Engineer Marwan Al Mohammad,

acting director of Building Department

at the civic body, said that the accident

happened because the project consultant

violated rules laid out by the municipality.

“The technical committee of the department

has found that the accident, which injured four

workers, is due to the violation of work rules by

the project consultant as they subcontracted

the work to an unauthorised contractor

to work in Dubai,” Mohammad said.

“The subcontractor has no efficiency

in the construction field and committed

serious technical mistakes during

the concrete pouring work.”

According to the Local Order No III of 1999,

both consultant and the main contractor will

be responsible for faults and violations in the

project execution, Al Mohammad warned.

BEDS

TOTAL SIZE OF THE MEDICAL CITY BEING BUILT IN DHC

SEVEN BIDS FOR FINAL BUILD PACKAGE OF SOHAR AIRPORT

Sohar Airport’s construction bids were divided into three packages

SEVEN LOCAL AND international firms

are vying to win the contract for building

works at Sohar’s new regional airport.

Package III includes the construction of a

passenger terminal building, cargo terminal

and other buildings related to the airport

was opened at the Tender Board recently.

Carillion Alawi, Larsen & Toubro (Oman),

Strabag Oman, Al Turkey Enterprises, Galfar

Engineering and Contracting Co, Oman

Shapoorji Construction Co and Joannou and

Paraskevaides Oman submitted the tenders.

This package is the final tender for building

works on the Sohar Airport project.

Package I for the project included civil works,

road network, utilities and falaj protection works.

Construction of the runway, taxiway, apron, and

all other accessories were part of Package II.

Both packages were awarded to Strabag Oman.

Oman’s Ministry of Transport and

Communication refloated the tender

for Package III in September 2013.

WARNINGDubai Municipality has warned against the use of unauthorised sub-contractors.

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SAUDI CONTRACTORS COULD soon be using the resources

of their Egyptian counterparts as the labour shortages in the

country push contractors to look at alternative arrangements.

Local media reports had earlier revealed that the Kingdom

was suffering from a labour shortage following the government’s

crackdown on illegal migrants in Saudi Arabia, and its

consequent effects on construction activity in the Kingdom.

To overcome these shortages, a meeting between the Saudi National

Contractors Committee and the Egyptian Union for Contractors was

held in Riyadh, where the latter agreed to offer its services following

the implementation of a ‘proper mechanism…to obtain visas’.

“Many Saudi contractors are utilising Egyptian expertise in technical

work that do not require their presence at the site, especially as their

services are reasonably priced,” a statement from the committee said.

Saudi contractors also added they are suffering due to the Ministry

of Labour’s conditions, wherein the contractors are not permitted to

hire workers until the construction site is handed over to them.

EGYPT TO AID SAUDI CONTRACTORS IN SOLVING LABOUR SHORTAGE CRISIS

BIG PROJECT ME FINDS OUT WHY PROPERTY DEVELOPERS ARE DETERMINED TO KEEP FEELING POSITIVE – PAGE 32

MAG GROUP TO INVEST $4.08BN IN DUBAI REAL ESTATE MARKET

Residential projects, art centres expected across Dubai, UAE

A $544.5 million development in Meydan district is expected to be built soon by the MAG Group. The project will be a part of the company’s planned investments worth $4.08 billion across Dubai and the UAE.

The Meydan project will include 106 townhouses and a residential community comprising of 29 five-storey apartment buildings. A residential project in Sharjah worth $204.1 million is also expected to be built. A $190.5 million-worth art centre in Barsha and a residential project, ‘City of Arabia’ will also be constructed at a cost of $235.5 million.

“Now that the city has won the right to host Expo 2020, it has galvanised investment sentiment,” said Moafaq Al Gaddah, chairman of MAG Group.

“I am sure that we are not the only company feeling the current wave of overwhelming business optimism.”

FIRST EVER ECO-FRIENDLY MOSQUE AIMS FOR SILVER LEED RATING

Intelligent construction techniques have been incorporated to ensure the mosque is environment-friendly

THE REGION’S FIRST eco-

friendly mosque in the UAE is

nearly 85% complete, and will be

unveiled for worshipers soon.

“We are delighted to announce

the imminent opening of the

Islamic world’s first green mosque

to worshipers,” said Tayeb Al-Rais,

Secretary General, Awqaf and

Minors Affairs Foundation (AMAF).

“The mosque will be the largest

of its kind in Dubai spread across

105,000 square feet with a built-up

area of 45,000 square feet that can

accommodate 3,500 worshippers.

“Through this mosque, we

hope to inspire many more such

eco-friendly initiatives that are

in line with Dubai’s vision for a

sustainable future,” he added.

The mosque has followed

the directives and specifications

laid down for green buildings in

the country, and the project is

expected to gain LEED’s silver

certification for conforming to the

sustainability measures of the US

Green Building Council (USGBC).

“We have utilised latest

green technologies available in

the region’s first eco-mosque

project,” said Mohammed Hassan,

director of investment at AMAF.

“The installation of mixers that

are in line with the specifications

of green buildings will help reduce

water consumption. Care has

been taken to moderate the speed

of water flow from taps in the

ablution areas. Used water will be

recycled and utilised in washrooms

and for plant irrigation.”

Besides employing thermal

insulation to reduce heat

transfer, various other design

and construction elements of the

mosque are environment-friendly.

Some such measures include

double-glazed windows with

metal coatings to reduce intense

solar radiation and the usage of

solar panels for water-heating.

Kingdom will work with Egypt labour union to support local contractors in a bid to solve labour crisis after Nitaqat ruling

WORSHIPPERS

THE ECO-FRIENDLY MOSQUE WILL HOLD

3,500

SUSTAINABLE WORSHIPThe project is expected to gain LEED’s silver certifi-

cation from the USGBC.

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Money can buy the land.

But ambition makes it a landmark.

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BIG PROJECT ME ANALYSES THE CHALLENGES FACING THE OMANI CONSTRUCTION MARKET – PAGE 38

QATAR PROJECTS MARKET RECORDS GROWTH OF 26% IN 2013$96bn-worth of projects were awarded in Qatar between 2008 and 2013

Qatar’s projects market grew by 26% last year, with a 21% increase recorded in project awards between 2012 and 2013.

The country spent $20 billion on various mega-projects in 2013, such as Qrail’s Doha Metro Red and Green lines and metro stations, which made up for 41% of total projects awarded in the country.

Between 2008 and 2013, Qatar’s project market accounted for 12% – $96

billion – of the GCC’s total projects aiwarded value.

The outlay per year for this period is estimated to be worth $16 billion.

Qatar, in 2008, had awarded over $22 billion-worth of projects across the country’s construction and power industries. These include Barwa City Development and Lusail Development projects.

2014 is expected to sustain Qatar’s growth momentum, with awarded contracts expected to be worth $24 billion as the country prepares to host the Fifa World Cup 2022.

Additionally, the country’s public works authority, Ashgal, recently revealed its plans to launch an expressway worth $27.5 billion.

$24BNDSI GERMAN SUBSIDIARY WINS INDIAN WATER TREATMENT CONTRACTSPassavant-Roediger awarded contracts for plants in Gujarat and Rajasthan

PASSAVANT-ROEDIGER, A wholly owned

German subsidiary of Drake & Scull

International (DSI) has announced that it has

been awarded two major contracts for water

and wastewater treatment plants in India.

With a combined value of $13.6 million, the

new projects will help the company consolidate

its position in the growing water and wastewater

treatment (WWTP) sector in the Indian market.

Under the terms of the first contract,

Passavant-Roediger will undertake the work

for Ford India at their new Vehicle and Engine

Assembly Plant in Ahmedabad, Gujarat.

The company will be responsible for

design, engineering, supply, installation and

commissioning of all mechanical and electrical

works for an Effluent Treatment Plant which

has a design capacity of handling 8 million litres

of river water per day (8,000 cubic meters per

day), and a state of the art wastewater treatment

plant of capacity 4,500 cubic meters per day.

The plants will make the river water fit for

drinking and firefighting purposes as well as

for automobile manufacturing. The waste

sludge from the water treatment plant as well

as sanitary wastewater and process wastewater

from the manufacturing plants will be pumped

to the wastewater treatment plant which will

recycle the wastewater back into the automotive

production as well as irrigation for agriculture.

IN CONTRACTS

2014 IS EXPECTED TO SEE CONTRACTS AWARDED

SHAPOORJI PALLONJI TO BUILD LANKAN LUXURY TOWER

Design of the 240m Altair Tower is expected to make it a sustainable development

SHAPOORJI PALLONJI HAS announced that

it will construct a new luxury development

in the Sri Lankan capital of Colombo.

The Altair Tower development will

be 68 storeys tall across 138,817sqm of

space. 400 apartments, arranged as three

bedrooms, four bedrooms and penthouses

will occupy the tower, which is expected to

be 240m high and handed over in 2017.

“We are delighted to play such a significant

role in this project,” said MD Saini, managing

director and chief executive officer of

Shapoorji Pallonji International. “Once

completed the Altair Tower will not only be

a landmark structure in Colombo, but also a

shining example of a sustainable building.”

Architect Moshe Safdie has designed

the project, based on a diagrid design to

promote efficient use of structural steel,

greater structural stability and a column-free

interior to optimise internal surface area.

As a result of greater airflow due to

design, energy savings are expected

after project handover is completed.

WATERWORKSPassavant-Roediger will

build water treatment plants in two Indian states.

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BIG PROJECT ME EXAMINES THE OPPOSING SCHOOLS OF THOUGHT IN THE PILING INDUSTRY – PAGE 42

THE UAE’S EMIRATES Green Building

Council (Emirates GBC) recently conducted

elections for the appointment of a new

chairman. Saeed Alabbar, then the vice-

chairman of the council, was unanimously

elected to the top position by the board.

A mechanical engineer by profession,

Alabbar is a LEED and Estidama accredited

professional and a Certified Energy Manager. His

company, AESG, is a well-known sustainability

driven consultancy based out of Dubai.

Providing services like energy management,

sustainable planning and consulting on

various sustainable building codes Alabbar’s

previous projects in the region have included

the Masdar Headquarters in Abu Dhabi and

Standard Chartered’s headquarters in Dubai.

Alabbar succeeds veteran construction

industry member, Adnan Sharafi, in the role.

The young chairman is, expected to build

on the EmiratesGBC’s sustainability initiatives

in the region. In a telephone interview

with Big Project ME, Alabbar revealed his

plans for the council and his role there.

“I’m mostly looking to continue the good

work the committee has done so far,” he

said. “Adnan Sharafi’s role was integral in

the initiatives undertaken by the Council.

I’m hoping for the same level of cooperation

between the board members and participating

members as it has been in the past.”

Expanding on the need for partnerships

between the council and UAE’s various

construction players, Alabbar claimed the

private sector will be crucial to meet and

improve the country’s sustainability measures.

“Working with the private sector continues to

hold importance in our plans. Our membership

figures have steadily increased year-on-year.

Going ahead, I’d like to expand this base and

involve more companies into the Emirates GBC’s

activities. We will continue our partnership

with government bodies, and recently even

signed a memorandum of understanding

(MoU) with the Ajman Municipality.”

“We’re intent on tying up with academia

as well to further our initiatives, and

our MoU with the Rochester Institute of

Technology, Dubai, is a good step ahead

in that direction,” he proudly declared.

Alabbar’s greatest challenge, however, will

be to embed the concepts of sustainability into

the pockets of the country’s construction which

employ limited budgets and traditional mindsets.

“This year, we’ll hopefully focus

on individually-owned units, most of

which are found in the residential sector.

Explaining sustainability to large developers

– who often invest in the commercial

sector – is not too challenging.

“However, attention needs to be

driven towards the singular, small-scale

developers who may not yet have fully

comprehended the functions of sustainable

construction and maintenance.”

Evidently, Alabbar is a man on a mission

– one he is going to ensure reaches every

business in the country, however large or

small their operations may be. “Another area

I hope to include under the Emirates GBC

brand is the SME market in the country –

these businesses are what will drive the UAE’s

economy, and it is integral that they accept and

optimise sustainability in their operations.

“In this regard, I’m hoping options such as

discount pricing and extended membership

timelines will encourage SMEs to attach with

the Emirates GBC,” Alabbar concluded.

SAEED ALABBAR ELECTED NEW CHAIRMAN OF EMIRATES GBCSPEAKING TO BIG PROJECT MIDDLE EAST, ALABBAR SAYS RETROFITTING AND SME INTEGRATION WILL BE HIS FOCUS AS HE BEGINS HIS TERM AT THE HEAD OF THE COUNCIL

“WORKING WITH THE PRIVATE SECTOR CONTINUES TO HOLD IMPORTANCE IN OUR PLANS. OUR MEMBERSHIP FIGURES HAVE STEADILY INCREASED YEAR-ON-YEAR. I’D LIKE TO EXPAND THIS BASE AND INVOLVE MORE COMPANIES”

NEW BUSINESSSaeed Alabbar says he

would like to recruit more private sector companies

to the Emirates GBC.

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NEWS ANALYSIS BIGPROJECTME.COM

SMALL STRIDESBig Project ME probes the potential of a nascent construction market hidden away in the UAE’s smallest emirate. Neha Bhatia reports

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NEWS ANALYSIS

February 2014 witnessed the completion of

a landmark development in Ajman. Worth

$27.2 million, the Ajman Marina is one of

the largest project to have emerged from

the UAE’s smallest emirate.

Spanning 1.5km, the project includes

tracks for cyclists and runners, recreational

facilities for children and amenities such as

restaurants and a car park, director general of

the Department of Municipality and Planning in

Ajman, Yahya Al Reyaysa was reported as saying.

The Ajman Marina project serves as

a reminder of the emirate’s relatively-

overlooked construction market.

While tourism websites list Ajman’s

resorts and hotels as the UAE’s finest get-a-

way spots, little is reported – in comparison

with its more-active cousins Dubai or Abu

Dhabi – about Ajman’s property market and

construction potential. Nevertheless, there

is a commendable list of projects that the

emirate has quietly completed of late.

Early in January 2014, Ajman University

of Science and Technology (AUST), a well-

known home-grown education provider in the

UAE, broke ground on a $16.3 million student

residence project, undertaken exclusively

for the female students. Spread across a total

area of 166,000sqm, the accommodation is

due for completion in November 2014.

AUST’s project announcement is

the second from the Ajman education

sector – the Ajman Technology Complex,

a subsidiary of The Abu Dhabi Centre for

Technical and Vocational Education and

Training (ACTVET), comprising laboratories,

libraries and workshops, was inaugurated

in Ajman’s Al Humaidiya area last May.

Affiliated to the ACTVET, the complex

is a symbol of the continued support Abu

Dhabi has provided to Ajman, as was more

recently evidenced by a Memorandum of

Understanding (MoU) signed between the

finance departments of both emirates. The

collaboration is an attempt ‘to share Abu

Dhabi’s expertise and experiences with Ajman’s

Department of Finance’, said a report by WAM.

The MoU aims to rectify one of the

crucial problems that is stagnating Ajman’s

construction growth – project financing. Tariq

Farah, executive manager of Advance Building

Construction Company, says most of Ajman’s

property development depends on the financing

fluidity – or lack thereof – that the emirate has

had to manage since the market crisis of 2008.

“The market now is resuming the

projects that were stalled following the

crash of 2008,” Farah explains. “Most of

those projects have been rebooted, and the

emirate is currently focusing on completing

those projects. The critical issue is fund-

generation for these projects, and that is

the reason Ajman is rebuilding slowly.

“Fortunately, however, the government has

chosen to resume full-capacity construction

only after it has accumulated sufficient

funds, and will not depend on borrowings

to take on these projects,” he adds.

The bulk of these revenues and benefits

are expected to be generated through

increased emphasis on the emirate’s

residential sector. As of 2009, Ajman has

nearly 250,000 residents, according to a

report titled ‘Ajman in Figures’ (2010).

With a population influx expected into the

UAE following the announcement of the Expo

2020 winning bid, Ajman’s developers are

counting on a multitude of real estate variables

to turn their emirate into a first choice home

for the UAE’s current and future residents.

“As the nature of the market in the country

goes, Dubai and Sharjah precede other

emirates as options for homeowners,” says

Farah. “However, both these markets are

booming, and factors such as overpopulation

or increasing rents could be vital in promoting

Ajman as an alternative housing choice.

“Ajman’s advantage is its proximity to Dubai,”

replies Farah, when reminded of Abu Dhabi’s

scope for residential developments. “An increase

in the market demand for Dubai’s properties

will translate into a gradual trickle down effect

for Ajman, and its attractiveness will spike due

to affordable rentals and better recreational

“AJMAN’S TOURISM QUOTIENT HAS CONSISTENTLY RISEN OVER THE YEARS. LEADING HOTELIERS HAVE ESTABLISHED PRESENCE AROUND THE AJMAN BEACH”

MARKET RESUMPTIONAjman’s construction

market is on the road to recovery after the crash

in 2008.


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NEWS ANALYSIS BIGPROJECTME.COM

facilities – this is what had happened in the run-

up to the boom of 2008; things could similarly

improve again for Ajman, but it will need time.”

Naturally, there is immense scope to

transform Ajman’s residential units into holistic

and integrated property market offerings. The

Ajman Beach is often regarded as the UAE’s

best beach, and it would serve the emirate

well to build on that reputation as a means

to expand its residential platform, as did its

counterpart Dubai, with Jumeirah Beach.

Pivotal to Jumeirah’s development was the

construction activity that was undertaken by the

government in the late 1990s and early 2000s.

A huge leap ahead for the city was

the transformation of its skyline – high-

rise towers found their way into the

There is high optimism surrounding Ajman’s residential sector, which is becoming a preferred area for developers to renew and undertake new operations in.

Adnan Mulk, director of Mulk Holdings says: “Ajman city is gradually developing; most amenities, such as shopping centres, supermarkets and so on are solidifying their presence in the emirate. These factors have made Ajman more conducive to potential homeowners, and existing market conditions sustained, Ajman’s residential sector will unquestionably grow in the next few years.”

THE RISING RESIDENTIAL

emirate, and Sheikh Zayed Road rapidly

became a hub for business in Dubai.

An active member of the Ajmani

construction landscape who understands – and

hopes to emulate – this trend is Adnan Mulk,

director of Mulk Holdings, a construction

conglomerate in the UAE. Revealing that

high-rise structures will be his focus for

residential construction in the emirate, Mulk

tells Big Project ME that he is optimistic about

Ajman’s potential to evolve into a competitive

player in the UAE’s property market.

“Tourists visiting Dubai often find it is

predominantly brick-and-wall oriented where

its architecture is concerned,” says Mulk. “In

contrast, the UAE’s northern emirates, like

Ras Al Khaimah, Ajman and Umm Al Quwain

are far more scenic, and present themselves

as better locales for holidays and vacations.

“Ajman’s tourism quotient has consistently

risen over the years. Leading hoteliers have

established a presence around the Ajman

Beach, and there is a lot of scope to build

on that reputation. I am keen on expanding

Mulk Holdings’ cladding portfolio to more

high-rise residential projects in the emirate,

which will surely find takers in the market

given Ajman’s relaxed ambience.”

Unquestionably, then, infrastructural

advancements will become imperative to

the growth of Ajman’s construction sector.

The Nuaimiya Bridge was opened in the

first week of March 2014, as was promised by

Al Reyaysa – a development that both, Farah

and Mulk agree will facilitate convenient

transportation between Dubai and Ajman. Farah

insists the construction of better road networks,

and a revamp of existing ones, will accelerate

activity into Ajman’s construction market.

“The government has considerably steered

its efforts towards these expansions,” says Farah.

“While the residential market had few takers

earlier due to poor electricity and water setups,

local Ajmani authorities are consistently working

on the improvement of the facilities they make

available to developments in the emirate.”

Looking ahead, Ajman has a lot to prove

given the many project delays it has become

infamous for. The emirate’s long-overdue

airport – plans for which were first announced

before the market crash – is in its tender stage

now. Mulk reveals his company has placed

a bid for the cladding work for the airport.

Uncertain about the need for an airport

that may not evolve to compete with Sharjah’s.

Farah says: “Ajman cannot build on its

reserves. The emirate needs funds before it

can take the decision to construct any more

projects. Until there is a larger population

base and solidified need for an airport in the

emirate, the plan should be kept on hold.”

In stark contrast, Mulk is completely

confident about not only the need for an airport

in Ajman, but also its value-adding ability.

“Think about it like this – the northern

Emirates; Ras Al Khaimah, Umm Al Quwain,

Ajman and the like could eventually become

alternate holiday spots in the UAE. Given

their natural landscape, each of these

emirates will make for excellent tourism

hubs, and an airport that caters to these,

from Ajman, will be an unquestionably

lucrative addition to the emirate.” n

OPTIMISM GROWSDevelopers are confident that Ajman’s continued development will attract residents.


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IN PROFILE SIR JOHN ARMITT BIGPROJECTME.COM

Big Project ME is invited to lunch with Sir John Armitt, the man behind the 2012 Olympic Games. He tells Gavin Davids that there are lessons that Qatar and

Dubai must pay heed to as they gear up for their own mega-events

THE MASTERBUILDER

When you’re the man charged with

delivering the stadia and infrastructure

for an event as huge as the Olympics,

you’d be forgiven for having a

few sleepless nights as you juggle dealing

with government bureaucrats, construction

contractors, consultants and the demands of

an expectant public, all while the national press

helpfully cover your every move and count down

your deadline for you.

However, if you’re Sir John Armitt, that

probably wouldn’t faze you in the slightest.

Not after you’ve been the chief executive of

Network Rail, the owner and operator of Britain’s

rail infrastructure. If there’s one thing that’s

guaranteed to get any Brit’s hackles up, its delays

to their beloved rail systems. So if you can deal

with that, you’d be able to deal with anything.

Sir John Armitt is probably the most

recognisable and recognised engineer in the UK

today, having been knighted for his services to the

country in the build up to the London Olympics

in 2012. As the chairman of the Olympic Delivery

Authority, he was the face of the $8.74 billion

construction effort that would deliver the venues,

infrastructure and legacy of the London Games.

Appointed to the role in 2007, Sir John has

previously been the chief executive of Network

Rail, as mentioned (since October 2002 to 2007)

and the chief executive of Railtrack PLC (from

December 2001). From 1986 to 1993, he was the

chairman of the Laing International and Civil

Engineering Division, a company he joined as a

graduate in 1966. From 1993 to 1997, he was the

chief executive of Union Railways, the company

responsible for the development of the high-

speed Channel Tunnel Rail Link. In 1997, he was

appointed as chief executive of Costain.

So say that he has extensive experience in

the building, civil engineering and industrial

construction markets is to somewhat understate

his achievements. He is also the vice-president

– International – of the Institution of Civil

Engineers, on whose behalf he was in Doha, Abu

Dhabi and Dubai to deliver a series of lectures

entitled: ‘Developing Modern Infrastructure’.

“FOR US, ONE OF THE BIGGEST RISKS WAS CONTRACTORS STARTING AND THEN NOT BEING ABLE TO COMPLETE (THEIR PROJECTS) BECAUSE THEIR BUSINESS WAS IN FINANCIAL TROUBLE”

It was in this capacity that Big Project ME met him over lunch to hear his thoughts on the

build up to the 2022 FIFA World Cup in Qatar and

the 2020 World Expo in Dubai. Over the course

of an afternoon, a picture emerges of a deeply

intelligent man whose greatest strength is his

ability to bring people together to get work done.

Proof positive, if the delivery of the best Olympics

in recent history wasn’t enough, that he was the

right man for the job.

“Back in 2006, the industry (in the UK) was

humming. Everybody had more work than they

could cope with,” Sir John says of the time before

construction began for the London Games. “For

the contractors, it was a case of: ‘Do I want to take

the risk of doing this very high profile contract?

Where if it goes wrong, I’m not going to want to

be there, so I think I’ll stay out of it!”

“So it was interesting that Sir Robert McAlpine

came forward wanting to do it (the Olympic

Stadium). If you ask why they wanted to do it, well

it’s because they built Wembley Stadium and they

had this attitude that they wanted to be back at

the forefront of major stadiums.

“They had just finished the Emirates for

Arsenal Football Club, which had gone very well

and so they were feeling very confident about

things. As for us (the Olympic Delivery Authority),

at the time, it became quite difficult because

there wasn’t that much tension or competition.

So it became a case of ‘how do we get a decent

price out of McAlpine?’ They could have said that

‘We’re the only guys in town, we can milk this!’

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So that’s why we then went into a profit-sharing,

target-form of relationship with them,” Sir John

Armitt relates.

“But by the time it came to the Olympic

Village, which was in 2008 or 2009, the market

had completely changed. We had six or seven

contractors who all wanted to bid for each

block. So then it was quite difficult to resist the

temptation to say: ‘Here’s your lump sum, it’s

your responsibility.’ (But I think), the way you

start is going to dictate the way you’re going to

finish,” he asserts.

“For us, one of the biggest risks was

contractors starting and then not being able to

complete (their projects) because their business

was in financial trouble. So we said: ‘Don’t we

have a responsibility here to ensure that they

don’t get into trouble?’ We did that by paying

them regularly. By doing that, it helped them run

their business. It was in our own self-interest as

well. If we paid the contractors regularly then we

were managing the risk.

“The next problem we had was to ensure that

the contractors we were paying were passing that

benefit to their supply chain. So again, we had to

be quite proactive in encouraging people to tell

us if they were suffering and be proactive with the

main contractors and say: ‘Look, this isn’t good

enough. We’re helping you out, but we’re all in

this together. We’re expecting you to pay your

guys on time’.”

So what can Qatar and Dubai learn from his

experiences in London? With Qatar planning to

spend $140 billion and $200 billion on transport

infrastructure and construction projects

respectively, there is a huge responsibility to get

things right the first time around.

“We’ve had a lot of meetings with the Qataris,

explaining what did work and what didn’t work,”

Sir John says. “It was the same with the Brazilians,

we had endless meetings with the Brazilians

about how we organised the games. You can see

that at the end of the day, they had their own

challenges, their own issues,” he points out.

“All of this starts with the governance. Who

makes the decisions, how those decisions are

made and very often, and this is in any country,

it can be pretty confusing. You’ve got competing

departments, competing agencies and competing

personalities. Getting all of them to come

together and work together as an overseeing body

is not easy.

“The beauty of the Olympics was, in a

sense, was that in some ways, it was a crisis.

You’ve got an absolutely fixed deadline, there’s

no way you can get out of it and the world is

watching. Therefore, you’ve got to perform.

All of a sudden, people realise that it’s in their

best interests to cooperate rather than fight one

another, otherwise they’re all going to suffer the

embarrassment of not finishing,” says Sir John,

making an extremely valid point.

This then leads to a core component of any

construction project in the GCC. Given that most

construction crews are made up of people from

“THE BEAUTY OF THE OLYMPICS WAS, IN A SENSE, WAS THAT IN SOME WAYS, IT WAS A CRISIS. YOU’VE GOT AN ABSOLUTELY FIXED DEADLINE, THERE’S NO WAY YOU CAN GET OUT OF IT AND THE WORLD IS WATCHING. THEREFORE, YOU’VE GOT TO PERFORM”

HELPING HANDSir John Armitt says

risk can be managed when contractors are

paid on time.


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Sir John Armitt points out that one of the best ways for governments and clients to save money when developing megaprojects is to appoint the right consultant in the first place.

“If I want to produce a cheaper building, one way of doing that is to spend more money on a more expensive consultant, because that consultant, from the way he designs that building will save you an enormous amount in terms of material costs and he’s more likely to give you something that looks good and is cost effective,” he says.

“The weakness of design and build, to my mind, is that sometimes the contractor’s view of value is too dominant and so you sometimes get a poor design for the user. I think you can go to any halls of residence, in any university in the UK, and you can tell that it’s design and build the moment you walk through the door.”

“Everything is cheap plaster and the corridors are narrow, that’s a way of saving money. Value engineering is the rule. But the value is simply that short term value, it’s not thinking about what this place will be like to live in or to work in for the next 20 years,” he tells Big Project ME.

Conversely, he says, if you got to a good consultant straight away and set them a challenge, you’re more likely to get a better result.

“I would say to them, ‘look, you’re meant to be so flipping brilliant, why can’t you give me a design that’s architecturally and from an engineering point of view excellent, for 20% less?’ They of course will take that as a challenge and will go away and come back with another design which they’re just as proud of as the expensive one. They can do that because they’re good and will take the challenge on,” he asserts.

CONSULT THE RIGHT ONES

all over the world, having the right leadership on-

site and in the boardroom can be the difference

between success and failure.

When you’re building for a multi-national

event that will have billions of people paying

attention to not only the event itself, but the lead

up to it, any sense of disharmony will be pounced

upon, as Qatar is learning.

Therefore it’s crucial that the best person for

the job, at any level of significant responsibility,

is chosen, as the ex-head of the Olympic Delivery

Authority explains.

“One of the other challenges on big projects

is that I think that sometimes you have to move

people out even though they have a fantastic

reputation. But if they’re just not gelling with

somebody on the client’s side or whatever, then at

senior level, people have got to sit down and say:

‘Look, this just isn’t working out is it? You’ve got

to take your guy out or I’ve got to take my guy out.’

And that’s the difficult bit, because people don’t

like to admit that their person might be the one

causing the problem. But you have to recognise

that someone can do a great job with a group of

people on a different project, and then when you

bring them over to a new one, it doesn’t work.”

“It can just be people rubbing each other

up the wrong way, and they don’t want to

collaborate, they don’t want to work and before

you know it, the whole project is suffering.”

Having just come from a visit with the

leadership of Etihad Rail prior to our interview,

Sir John is full of praise for how the heads of that

multi-billion dollar project are taking control

of the construction and development process.

However, he is quick to offer a note of caution,

citing his own experiences from his long and

storied career.

“I think a lot of what we heard from our

meeting with Etihad Rail was very aware,” he

relates. “They were very sophisticated ideas.

But of course, one of the problems in any

organisation is that ideas from the top take a long

time to filter down.”

“Even in the big organisations in the UK,

we could be saying one thing in terms of what

“FOR US, ONE OF THE BIGGEST RISKS WAS CONTRACTORS STARTING AND THEN NOT BEING ABLE TO COMPLETE (THEIR PROJECTS) BECAUSE THEIR BUSINESS WAS IN FINANCIAL TROUBLE”

we thought the philosophy, the attitude of the

company was, but the procurement guys, they

didn’t want to hear it. Their view was, ‘the way

we’ve procured things is the way that’s driven

(our success).’ So to change that behaviour is very

difficult,” he cautions.

However, he remains confident that both the

UAE and Qatar’s construction industries will rise

to meet the challenge laid out in front of them,

pointing out that people should look at what

these sort of events offer their host countries.

“I think that part of the (appeal of the) Games

was the opportunity to create these iconic

buildings. Great cities need iconic buildings,” he

says, laying down the challenge.

TOUGH DECISIONSChoosing the right

people to work on a project is important for

its success.


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ON SITE LOUVRE ABU DHABI BIGPROJECTME.COM

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ON SITE LOUVRE ABU DHABI

Big Project ME is invited along to a tour of the Louvre Abu Dhabi, possibly the most exciting cultural project ever undertaken in

the Middle East, Gavin Davids reports from Saadiyat Island

UNDER THE DOME

Project Name Louvre Abu Dhabi

Project Developer Tourism Development & Investment Company

Total Size: 64,000sqm

Project Manager Turner International

Project ContractorsJV between Arabtec, Constructora San Joséand Oger Abu Dhabi

Foundation Construction Bauer International


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The Louvre. The very words themselves

conjure up visions of history and culture,

of art and science, of knowledge and

learning. It is, with little exaggeration,

the most famous museum in the world. Every

year, more than 8 million visitors pass through

its halls, while leading cultural critics have

consistently ranked it as the number one

museum in the world.

Home to Leonardo Da Vinci’s most famous

works, including the Mona Lisa, the museum

holds some 380,000 objects and displays around

35,000 works of art. Of this at least 7,500 are

paintings. It is truly worthy of its title as an

‘iconic building’.

So then, who would be daring enough to take

on the mantle of this famous institution and

create a successful, fully operational and most

importantly, worthy counterpoint to it? Step

forward, Abu Dhabi.

Seven years ago, the governments of the UAE

and France signed off an intergovernmental

agreement that would link Abu Dhabi with the

name of the Louvre. The agreement stated that

the UAE capital would be the home of the first

international branch of the museum, which

would display works of ‘historical, cultural and

sociological significance, from the most ancient

to the most contemporary. A museum of the

world and for the world.’

Of course, this would mean that any building

being built to showcase these monuments to

“WHAT’S AMAZING ON THIS SITE IS THAT EVERYONE KNOWS WHAT THEIR JOB IS AND THEY’RE ACTIVELY DOING THEIR JOB. WE REALLY FIND THAT THE PRODUCTIVITY IS REALLY GOOD. EVERYONE KNOWS WHAT IT IS THAT THEY’RE SUPPOSED TO BE DOING”

humanity would have to be something truly

spectacular, a work of art in itself, so to speak.

It was with this in mind that Jean Nouvel, the

Pritzker Prize-winning architect, was awarded

the contract to design the ‘museum city’ of

Louvre Abu Dhabi. It was he who envisioned

the building’s geometric lace dome, the 12,000

tonne canopy which is made up of 85 super-

sized elements that stretch out the length of two

football pitches.

“I wanted this building to mirror a protected

territory that belongs to the Arab World and

this geography,” he says in a statement, adding

that the roof’s complex pattern is inspired by

the interlaced palm leaves traditionally used as

roofing materials in the Emirates. The geometric

design is repeated at various sizes and angles

in eight different layers – four external and four

internal – an arrangement that gives the dome

a lattice-like effect, creating a ‘rain of light’ for

visitors to the galleries.

With the Louvre Abu Dhabi scheduled

for completion by the fourth quarter of 2015,

the pressure is on for the construction team

working on the project. In order to highlight

the significant amount of work that has been

done, the Tourism Development and Investment

Company (TDIC), the master developer of major

tourism, cultural and residential destinations in

Abu Dhabi, invited Big Project Middle East and

other media to a tour of the Louvre Abu Dhabi

construction site.

MEGAPROJECTThe Louvre Abu Dhabi project covers a staggering 64,000sqm of total area.


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Located in the heart of the Saadiyat Cultural

District, the Louvre Abu Dhabi will be flanked

by the Zayed National Museum (set to open in

2016) and the Guggenheim Abu Dhabi (set to

open in 2017).

The first package of enabling works was

executed by Bauer International in January 2010.

503,000 cubic metres of earth was excavated

to accommodate the museum basement while

infrastructure work encompassed marine,

excavation, piling and substructure works. More

than 4,000 steel and reinforced concrete piles – a

total volume of 21,000 cubic metres of concrete –

were driven into the ground to serve as the base.

Although the project only mobilised a year

ago, TDIC has announced the completion

of construction of the largest permanent

galleries. Construction of the interior walls

is well underway, along with the installation

of mechanical plants, water pipes, electrical

cabling and security systems.

“The construction activities have been

going 24-hours a day, seven days a week,” says

LOUVRE ABU DHABI: A YEAR IN REVIEWn January 2013

TDIC awards Louvre Abu Dhabi to Arabtec-led joint venture with Constructora San Jose SA and Oger Abu Dhabi LLC.

n February 2013 Contractor mobilization on site.

n March 2013 Construction work on the ground kicks off.

n April 2013 The site witnesses the first concrete pour of 800 cubic concrete metres for one of the four piers that are to hold up the museum’s iconic dome.

n May 2013 A double-layer waterproofing membrane is installed below the foundation slab areas.

n July 2013 Louvre Abu Dhabi receives a Three Pearl Design Rating Certificate, awarded by the Urban Planning Council (UPC) as part of its Estidama Pearl Building Rating System. It is the first certificate to be provided for a cultural development of this scope and design in the region.

n December 2013 The first super-sized dome element is raised into place on-site by a 1600-tonne capacity crane.

n March 2014 Construction completed for the first permanent gallery.

Peter Armstrong, project manager for Turner

International – the construction managers for

the 64,000sqm project. “From month-to-month

it shifts focus depending on what particular

activities are going on at the time and where the

majority of work is deployed. In the summer

months, we’ve got the combination of heat and

the reduced summer working hours, so more

people will be working the night shift.”

“But at this time of the year, we’ve got people

working on the day shift, with a lot of trades on

the outside,” he adds, explaining that there are

5,300 workers currently on site and that one of

the biggest challenges the contractor faces is

keeping them all engaged.

“What’s amazing on this site is that

everyone knows what their job is and they’re

actively doing their job. We really find that the

productivity is really good. Everyone knows what

it is that they’re supposed to be doing.”

Armstrong attributes this to the work done

by the Arabtec-led joint venture that is handling

the main construction contract for the project.

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Consisting of Arabtec, Constructora San Jose

and Oger Abu Dhabi, the joint venture is

expected to complete the museum’s concrete

frame by the first quarter of 2014, while the

gigantic steel dome will be finished by the end

of the year. The final construction stage, which

will include marine works and the removal of

temporary land platforms, will be done by 2015.

“It’s been a very significant challenge,

but one that the contractors have been very

successful in overcoming,” he points out.

“Ideally we’d stagger or sequence the work so

that we could complete the substructure and

then after that we could do the dome. But that

would mean that there would be many areas of

the site that would be idle at any one time. It is

a very tight construction programme with 974

days so we do have overlapping activities.”

Ali Al Hammadi, deputy managing director

at TDIC, adds: “We’re happy with where we are

today. To date, more than 10 million man hours

have been dedicated to Louvre Abu Dhabi,

reflecting the amount of foundation work that

the museum requires. Despite the challenging

and complicated design, construction on the

ground has been progressing steadily and on

schedule. Over the course of one year, we’ve

moved from construction at 7m deep to above

ground construction of the galleries.”

What was also a significant challenge was

maintaining the concrete pour rate on the

massive project. Although 117,000 cubic metres

of concrete have been poured so far, Armstrong

says that the rate of concrete pouring has been

slowed down as a consequence of progress.

“We’re now into the much smaller areas,

doing the columns and walls,” he explains.

“But we’re also limited on this project by how

much concrete can be poured at any one time.

It’s unlike typical projects where you might see

one massive concrete pour. Here we’re actually

limited to a maximum size of 500,000 cubic

metres for any one pour. And then there’s the

nine-day wait between the adjacent concrete

pours,” he continues.

The heat is a major concern, he adds. Given

temperatures in summer can reach as high

as 50° Celsius, care has to be taken over the

pouring of concrete to ensure that no moisture

is lost from it, which could have potentially

catastrophic consequences.

“Not only do we need to make sure that the

air temperature doesn’t exceed the maximum

limits, (but we also have to note) that the

temperature of the reinforcing steel actually

exceeds the air temperature. So we need to

monitor the reinforcing steel to make sure that

it’s cool enough to make sure we can put wet

concrete against it, so that it doesn’t rapidly

evaporate any moisture in it.”

As things stand, the majority of work for

the museum’s basement levels have been

completed, including the underground

buildings, such as the Energy Centre, which

houses the pumps, generators, transformers and

other MEP services.

The Security Screening Facility, a highly

secure 7m deep basement that will allow

authorised vehicles to transport all the artwork

that will be displayed and stored in the museum

has also been completed.

“RIGHT NOW THE BIGGEST CHALLENGE IS WITH THE DOME PROCEEDING IN A COUNTER CLOCKWISE DIRECTION. THE CONCRETE BUILDING MUST BE COMPLETED SO THAT WE CAN PUT THE TEMPORARY TOWERS ON TOP OF CONCRETE BUILDINGS”

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Armstrong explains that most of the galleries

will be linked, which will allow the art pieces to

be transported from the delivery area straight to

the galleries where they’ll be exhibited.

“There’s significant conservation areas

developed, while underground, there’s also

secure tunnels that are built under the galleries.

We have these underground structures to create

corridors throughout the entire site for the

secure artwork delivery,” he elaborates.

The Louvre Abu Dhabi will encompass

9,200sqm of art galleries.

The largest is the 6,681sqm Permanent

Gallery, which will house the museum’s

permanent collection. The Temporary Gallery

will be a dedicated space of 2,364sqm that

presents temporary exhibitions from all around

the world.

While work on the project is progressing

smoothly, the Louvre Abu Dhabi’s mammoth

dome is set to consume most of the project

team’s immediate attention.

As construction work on the galleries is being

conducted in parallel with the installation of the

dome, the need for it to go smoothly and quickly

is essential, says Armstrong.

To hold up the weight of the dome as it is

being constructed, the contractor has erected

120 temporary towers. However this poses a

few challenges, as Jassim Al Hammadi, head of

Projects and Infrastructure, explains.

“You can consider the galleries complete but

we’ve intentionally kept one small part of the

ceiling open because we needed the temporary

towers (for the dome). But the rest of the gallery

is complete,” he says, adding that the dome will

be complete in September of this year.

At present, he estimates that 20% of the

structure is in place.

“The dome activities go on 24 hours a day.

The availability of the temporary towers or the

super-sized elements, or even crane-time, is also

something that poses a logistical challenge. The

large crane (a 160m, 1,600tonne capacity Terex

CC9800) is used solely for the purpose of erecting

the dome,” explains the project manager of the

Louvre Abu Dhabi.

“Right now the biggest challenge is with

the dome proceeding in a counter clockwise

direction,” Armstrong says.

“The concrete building must be completed so

that we can put the temporary towers on top of

concrete buildings. But then there’s the problem

with the temporary towers passing through the

skylight openings (in the display galleries).”

“That means that the skylight will be on hold

for another eight months (until the dome is

completed). We’re trying to keep all the critical

path activities moving at one time and there’ll be

some areas left idle while concurrent activities

are happening at the same time,” he explains.

The dome has a diameter of 180m and is

expected to weigh a total of 12,000 tonnes –

7,000 tonnes will be the steel structure and 5,000

the aluminium cladding. Once the museum is

complete, the steel structure will be supported

by four points only.

It will rest 9m high at the entrance of the

museum and will reach up to 30m high on the

inside of the structure.

In December of 2013, the first super-sized

dome element was raised into place. The super-

sized crane alluded to by Armstrong is being

used in this process. Each of the dome’s 85

segments weigh between 30 to 70 tonnes and it

is built from more than 100 square steel tubes – 5

to 7 metres long and 5 metres deep. These are

joined together in repetitive horizontal, vertical

and diagonal pattern. In total, 10,800 square

steel tubes have been used to build the dome.

The pieces of steel are cut to length and

welded in factories in Jebel Ali, Armstrong says.

They are then shipped to site and assembled

in a fabrication yard close to the project. They

A double-layer waterproofing membrane was installed below the foundation slab areas.

That step is taken after the 3,200 steel piles located in the museum’s build-up site are given a special electrical charge that prevents steel corrosion using a system known as cathodic protection.

Completion of three massive foundations piers each measuring 16 x 16 metres which form the base of the dome support towers. This is to ensure that they will be able to hold up the museum’s iconic dome.

WATERPROOFING THE LOUVRE


ACROSS THE WORLDSHAPING CITYSCAPES

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Hyder is an award winning multi-national design and engineering consultancy that has delivered landmark projects in over 100 countries for more than 150 years.

ACROSS THE WORLDSHAPING CITYSCAPES

www.hyderconsulting.com

Hyder is an award winning multi-national design and engineering consultancy that has delivered landmark projects in over 100 countries for more than 150 years.

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are then placed on a flatbed trailer and driven

to within reach of the Terex crane, creating a

continuous supply of material for the dome

construction crew.

Once completed, the dome will feature three

layers – a steel frame and an eight metre thick

aluminium lattice above and below it, creating

the ‘Rain of Light’ effect envision by architect

Jean Nouvel. This is intended to offer shade and

a comfortable micro-climate for visitors. The

final layer will be a transparent glass roof that

will allow natural light into the galleries, while

keeping out the worst of the elements.

As far as the engineering of the dome goes,

the margins for error are miniscule, with 1mm of

tolerance allowed for the joints, says Armstrong.

As a result, the subcontractor and engineers

for the dome had to be extremely careful when

doing the computer models to ensure that they

got things right the first time around.

“We’re fortunate to have a steel subcontractor

who’s experienced with complex steel

structures,” he says. (Waagner Biro are the steel

subcontractors). “It started with the structural

engineer, Buro Happold,” Armstrong continues.

“They designed the dome, the geometry and

the size of the steel members. They then

determined, using their computer models, that

everything would work.”

“That computer model then went to the steel

subcontractor. They reviewed the computer

model but also made their own model, and

took that from Computer Aided Design to

Computer Aided Fabrication. So we see that this

type of thing couldn’t have been done to this

level of accuracy if it wasn’t for computerised

automated manufacturing,” he enthuses.

“Everything is done to the highest level

of accuracy and so far we haven’t had any

problems where the pieces don’t fit together.

“IDEALLY WE’D STAGGER OR SEQUENCE THE WORK SO THAT WE COULD COMPLETE THE SUBSTRUCTURE AND THEN AFTER THAT WE COULD DO THE DOME. BUT THAT WOULD MEAN THAT THERE WOULD BE MANY AREAS OF THE SITE THAT WOULD BE IDLE AT ANY ONE TIME”

TOWERS OF STRENGTHLouvre Abu Dhabi’s 12,000 tonne canopy will rest on just four towers, each of which are 125m apart.

Concealed within the architecture of the museum, the towers will be invisible to visitors, despite being nine metres high.

STRUCTURELouvre Abu Dhabi’s canopy is not a traditional dome but a space frame, a form of construction commonly seen in industrial buildings, cars and aircrafts.

Known for elegance, rigidity and impressive strength-to-weight ratio, space frames use interconnected struts to form a three-dimensional matrix that can span long distances without the need for support.

CANOPY CONSTRUCTION: STEP-BY-STEP PROCESS

Completion of the museum’s concrete foundations, walls and basements

Install “anchor bolts” for temporary towers

Erect temporary towers —four are required for each super-sized element

Fabrication and painting of structural steel components inJebel Ali

Transportationof structural steelsto Saadiyat Island

HEAVY LIFTLifting the giant jigsaw pieces of the museum’s canopy into place is a matter of balance, agility and strength.

It is more than 90 m from the carefully prepared crane positions around the edge of the site to the centre of the canopy, and special crawler cranes, one of which has a lifting capacity of 1,600 tonnes, are needed to complete the task.

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That gives us a great level of confidence, as we

complete the 360° dome, that all the pieces will

fit together. But we check that step by step so

that each piece is put in the precise location and

if there is any error, we correct it in that location,

so that the errors don’t magnify through the

process,” the project manager asserts.

“When it comes to the aluminium cladding, it

is highly repetitive and it’s much lighter to work

with. We don’t need the large crane to do the

cladding. So they’re pre-fabricating sections of

the cladding and then styling those sections. But

again, they need to fit up with that 1mm or less

than 1mm accuracy for the cladding because

we’re going to have a lot of gaps as well.”

Once all the work on the museum is

completed, there remains one considerable

engineering challenge remaining. Having

originally been envisioned as an island, the

Louvre Abu Dhabi is currently being constructed

on land reclaimed from the sea that surrounds

Saadiyat Island.

The final stage of construction will include

marine works and the removal of temporary

land platforms. That’s scheduled to take place in

2015, says TDIC.

Armstrong explains that this will entail quite

a bit of work: “I’ll put it this way, the architect’s

vision is for the museum to be floating over

water, but it’s the engineer’s job to make sure it

doesn’t float out to sea!”

“We have had to install tension piles that are

structured down below the sea level, because

there are basements under the ground.”

“Then there are perimeter walls which are

built deep below the sea level that create this

island that will remain in place for many years.

It is a significant engineering challenge and

there’s a lot of attention to detail to constructing

the concrete works, the foundations and the

waterproofing (works),” he explains as the site

tour draws to a close.

Once all this construction and engineering

work is done, and everything is in place, only

then will work start on bringing the artworks

and exhibitions to the museum itself. This in

itself represents a whole new set of logistical

challenges, but it’s safe to say that if the

construction of the building is any indication,

then the Louvre Abu Dhabi is in safe hands.

“It is not just the building of a museum that

we aspire to,” says Rita Aoun-Abdo, executive

director, Culture Sector, Tourism and Culture

Authority Abu Dhabi. “By reaching out to both

the local inhabitants of the emirates and an

international audience, by imparting to them

the universal philosophies at the heart of this

endeavour, Abu Dhabi’s cultural vision is not

just for the future of the Emirates and the Middle

East, but, in a very real sense, for the world.”

PROTECTIVE VEILLouvre Abu Dhabi’s canopy consists of three layers, an internal steel frame that is clad above and below in a complex lattice, eight layers thick.

As the sunlight passes through this, it will be reflected and refracted by the canopy’s steel and aluminium members, creating a dynamic “rain of light” as well as a shaded and sheltering micro-climate for visitors walking through the museum precincts below.

The jigsaw begins:super-sized elementsare pre-assembledon-site

The lift: cranes hoist super-sized elements onto temporary towers

The fit: crews joinsuper-sized elementstogether using steelconnecting pieces

Repeat: the 85-piece jigsaw is now installed in a counter-clockwisedirection

A giant steel bearing is installed at the topof each permanent tower

Completion: the temporary towers are removed and the canopy is lowered

A JIGSAW IN 3DTo allow the canopy’s internal structure to be built piece-by-piece, Louvre Abu Dhabi’s engineers have devised a giant, three-dimensional jigsaw of 85 super-sized structural steel pieces, each of which is five metres deep and weighs between 30 and 70 tonnes.


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FEATURE DEVELOPERS

Six months since Dubai won the World Expo 2020, developers are keen to keep the market feeling good for the next six years. Big Project ME’s Neha Bhatia finds out why

KEEPINGTHATPOSITIVEFEELING

Most large-scale events, in their victories,

evoke a sense of elation within their

followers and participants. In the

contemporary context, two events can be

credited for having grasped their audience through

their triumphs – Dubai’s winning bid (2013) for

hosting rights of the World Expo 2020, and the

Indian national cricket team’s World Cup in 2011.

While the Indian cricket team has, since its

unexpected victory in Mumbai, struggled to reach

those highs, Dubai has done a remarkable job of

setting tangible targets – and achieving them too.

An intelligent social media campaign, coupled

with promising theoretical plans and a history

of ambitious construction has helped Dubai’s

government to realise its vision.

While one can be almost certain that Dubai’s

delivery on its potential and reputation will

far exceed a champion cricket team’s follow-

up performances, it wouldn’t be unwise, six

months on, to review where Dubai and the UAE’s

construction and property markets will be headed

over the next six years.

“Expo 2020 (bid) has influenced changes in the

perception of developing properties,” says Miguel

Guadalupe, chief operating officer at Pacific

Ventures, a developer firm based out of Dubai.

“The (project) plans are more measured and there

is an awareness on phasing projects over years, in

line with the demand of end-users. Approaches

to funding real estate, price expectations and

excessive new supply will require careful

management (while moving) towards 2020.”

This is especially pertinent since Sheikh Ahmed

bin Saeed Al Maktoum, head of Dubai’s Supreme

Fiscal Committee has said that an infrastructural

investment of $8.1 billion would be made ahead of

the Expo.

Speaking to Big Project ME, Craig Plumb,

head of research for MENA at Jones Lang Lasalle,

advises that sentiments surrounding the expo bid

must be considered within timely parameters.

“The Expo’s impact in 2014 has been generally

overstated,” he says. “However, it will have a

major positive impact over the next six years. The

greatest benefit will be to infrastructure (metro and

airport developers), with the best impact on real

estate being for tourism, hospitality and logistics or

warehouse projects.”

The country’s leaders, pre-empting this trend,

have started focused on infrastructure projects.

The UAE’s Roads and Transport Authority (RTA)

has made several project announcements since

the Expo bid victory was announced, and major

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FEATURE DEVELOPERS BIGPROJECTME.COM

infrastructural undertakings, such as the Etihad

Rail development and Dubai Metro expansion

are on-track for completion. “Around $25 billion

will be invested (in rail transport) by the UAE,”

Dr Nadhem bin Tayer, executive director of the

National Transport Authority had told Big Project ME earlier this year. “In the rail industry, we have

two undertakings; light trains, which includes

metros, monorails, trains; and heavy rail, which

takes passengers and freight.

“Etihad Rail is around $11 billion of that

investment. We have an expansion which is worth

$2 billion in Dubai,” Dr Tayer had said, putting into

perspective how infrastructure demands are being

dealt with by the country.

As unquestionable as Dubai’s willingness and

passion to host a world-class event are, the city

will have to take quantifiable actions if it wishes

to attract and sustain foreign investors. Hossam

Al Rashoudi, CEO of Saudi Arabian developer

firm Maskan Arabia firmly believes infrastructure-

building should be the UAE’s top priority as it

readies itself for the Expo.

“The UAE’s main focus will be undertaking and

completing infrastructural projects,” he expresses.

“Preparations for the Expo mean the city will be

almost doubled to its current capacities, and will

need the backing of utilities such as road networks

and power and water supplies. Given the existing

population in the country – and further increases

expected – this may prove to be an interesting

challenge for the UAE.”

A parallel growth cycle is expected in

construction activity across the UAE, and

developers operating in the country have already

made budgetary allocations to build on the

anticipated trade influx due to the Expo 2020.

Mohammed Nimer, CEO of Moafaq al Gaddah

(MAG) Group, when asked about his company’s

plans for the Expo 2020, tells Big Project ME about

his diverse areas of focus for the near-future.

“Our portfolio is currently worth $1.36 billion.

We have residential developments planned

across Meydan, Business Bay (Burj Khalifa area),

Jumeirah Village and International City, amongst

many others.”

“We are trying to diversify our developments

across various price brackets, and not just focusing

on high-priced developments,” Nimer continues.

“THE NEGATIVE IMPACT FOR DEVELOPERS IS THAT THE WINNING OF EXPO 2020 HAS INCREASED LAND OWNERS EXPECTATIONS OF LAND VALUE – THIS WILL HAVE A NEGATIVE IMPACT ON THE FINANCIAL RETURN FROM DEVELOPMENT”

“The idea is to attract as many investors as we can

in the pricing category that best suits them.”

MAG is only one of the many private developers

to have joined the bandwagon basing its activities

on expected Expo returns.

A recurring debate in the industry has been

regarding the need and demand for the many

planned construction projects, with some sections

questioning the economic sustainability of

these structures after the exhibition concludes.

Authorities in charge of the event have revealed that

construction of permanent structures for the expo

will be kept to a minimum.

“There will be very few permanent buildings

built as part of the Expo 2020 – the idea is to not

create white elephants,” Chris Scott, director of

investment and development management at

Dubai World Trade Centre (DWTC), the body in

charge of the Expo 2020 site recently said to media.

What, in that case, could be the agenda of private

developers looking to capitalise on the Expo?

“The question is asked a lot – ‘what happens

to the construction and developments after the

Expo?’” claims Nimer, a seasoned member of the

UAE’s construction industry.

“This was even asked earlier, when Dubai

initially began its development work in 1999-2000.

‘Who will use all these hotels?’ people asked, but

look at the demand for them now. Today, the

entire region recognises the importance of Dubai

in the construction segment.”

Too much construction is not the only worry

within the market – a supplier, one day before the

final bid announcement, had shared with

PRIORITY BUILDINGHossam Al Rashoudi says that the UAE should make infrastructure building a priority ahead of Expo 2020.

PRICE BRACKETSMohammed

Nimer says MAG is diversifying its

portfolio across various price

brackets.

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FEATURE DEVELOPERS

Big Project ME, his concerns about rising costs

in the wake of the win. Choosing to remain

anonymous, he went so far as to say material costs

could rise by “10%-15%” after the announcement.

Six months down the line, these concerns

persist in the market – Al Rashoudi offers a pan-

GCC perspective to explain how increasing costs

could affect the UAE.

“With an increase in the number of projects

to be completed on shorter deadlines, one can

definitely expect a change in industry dynamics.

Qualified contractors will be busy – not just with

the Expo in the UAE, but also the FIFA World

Cup 2022 in Qatar and Saudi Arabia’s consistent

construction boom.”

“The Kingdom is already restricted with its

manpower supplies, and a similar situation could

hurt the UAE – material costs can well be expected

to go up,” Al Rashoudi warns.

These construction costs, in their upward

movements, could adversely impact developers

through both – construction costs and end-user

responses. “The negative impact for developers is

that the winning of Expo 2020 has increased land

owners expectations of land value – this will have

a negative impact on the financial return from

development,” explains Plumb.

“This will also add further cost pressures and

contribute to the likely increase in construction

costs over the next five years.”

Furthering these concerns is the persistent

worry that Dubai’s property markets will head for

a repeat of the 2008 boom-bust cycle – it would

seem, however, that both, the local and national

governments are focusing on ensuring is no repeat.

Weeks before the largest announcement of

November 2013 – about Dubai’s Expo hosting

rights – came two significant others, each of which

were directed to the UAE’s construction markets.

Masood Ahmed, IMF’s director for the MENA

region had – ten days before the bid declaration –

warned Dubai’s investors against over-optimism

regarding its property market boom.

“When you begin to see very rapid increases in

any asset prices, then you just need to be prepared

to act,” he was quoted saying by Reuters. “The

government of Dubai is already beginning to act.

Going forward, just make sure that fundamentals

continue to drive it; do not let yourself be

overtaken by a degree of exuberance.”

The “act” that Ahmed attributed to the Dubai

government was, in fact, one taken collectively

by the UAE’s highest financial authority. The UAE

Central Bank has issued regulations restricting the

amount of cash homebuyers can borrow.

The mortgage caps, applied as a measure to

control rising property prices, restrict home loans

to expatriates at 75% and UAE nationals at 80% of

a property’s value for a first investment of less than

$1.36 million.

Additionally, the Dubai Land Department had,

in September 2013, doubled the registration fee

charged on real estate transactions to 4% as a move

to curb excessive speculation.

Hailed as welcome moves by some parts of the

construction industry, Big Project ME found some

developers and market experts are hoping for

more such measures to prevent another bubble.

Speaking about the mortgage caps, Craig

Plumb says: “These new laws are welcome in that

they attempt to reduce the level of debt and ensure

that purchasers have sufficient equity in their

own homes. However, given that only 20%-25%

of all residential sales in Dubai are financed using

mortgages, these regulations have had little or no

impact upon demand and therefore the operations

of developers. In some ways, these new regulations

are targeting the wrong sector of the market - end

users rather than speculators who are much less

likely to rely upon mortgages,” Plumb adds.

Quality concerns, one may predict, will play an

amplified role in construction processes, and it will

be integral that developers do not get swayed from

feasible completion rates to inflated unachievable

ones in pursuit of the ‘2020’ tag.

“Property developers are urged to maintain

standards and comply with regulations that are

laid out,” says Pacific Ventures’ Guadalupe.

“There is an increase in competition between

property developers and it has become difficult

for a few to keep pace. Project plan, project

completion, luxury elements and stakeholder

satisfaction is what property developers should be

striving to accomplish.”

FOUR QUESTIONS FOR ZIAD EL CHAAR, MANAGING DIRECTOR, DAMAC PROPERTIESn On the effect of tourism

on construction: “There is substantial growth in tourists here Y-o-Y with or without the Expo and we’ve seen the number close to 11 million tourists – at the same pace, we’ll eventually achieve the target of 20 million tourists here.”

n On promising sectors for the future: “An influx of tourists will require that hospitality move from the current 85,000 hotel units to 145,000 in 2020. This can be easily accommodated two-three years after the Expo finishes, because tourism will continue to boom.”

n On market fundamentals for the industry: “There could be some inflation in cost of contractors and material prices, but there shouldn’t be an impact on the market as a whole. Rentals are rising, which means the demand for ready properties is increasing and it means people are actually occupying them. This is a healthy, real demand.”

n On the government’s role: “The government has already taken major steps in reducing speculation; increasing registration charges was a good move. Because there are no non-residential mortgages in the market, we hope the banks introduce an alternate mortgage to encourage the real buyers.”

“APPROACHES TO FUNDING REAL ESTATE, PRICE EXPECTATIONS AND EXCESSIVE NEW SUPPLY WILL REQUIRE CAREFUL MANAGEMENT (WHILE MOVING) TOWARDS 2020”

32-35_Developers.indd 35 4/5/14 11:03 AM

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Showroom: Al Kwakeb Building, (B-Block) Sheikh Zayed Road, P.O. Box: 2904, Dubai, U.A.ETel.: +971 4 343 7400 / 343 7500 Fax: +971 4 3437600

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MARKET REVIEW OMAN BIGPROJECTME.COM

Big Project ME examines the Omani construction market and finds out why the Sultanate prefers to take things slow. Gavin Davids reports

WORTH THE WAIT

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MARKET REVIEW OMAN

Boasting a cultural history that is hundreds

of years old, the Sultanate of Oman has

always been regarded as a cradle of

Arabic civilisation. As early as the 19th

century, the Omani empire conducted trade

with places as far flung as Eastern Africa and

South-East Asia, while its influence was felt in

the royal courts of countries like Iran and Bali.

Despite this rich legacy, or perhaps because

of it, Oman has never quite captured the

imagination of the construction world like its

GCC neighbours. While contractors rushed to be

the first on the ground in the cities of Dubai, Doha

and Riyadh, Muscat continued serenely, content

to move at its own pace, secure in its ability to

develop according to its traditions and cultures.

However, the last half-decade has shown that

the ‘slow-and-steady’ approach favoured by the

Sultanate is no longer as feasible as it once was.

With large-scale infrastructure projects such as

the GCC railway well underway in Qatar, Saudi

Arabia and the UAE, Oman must now catch

up quickly if it doesn’t wish to be left behind.

Already, Dr Abdulla Behaif Al Nuaimi,

chairman of the National Transport Authority,

has warned the GCC states that he expects

there to be ‘significant delays’ in the completion

of the railway network due to the slow nature

of work in Oman, Bahrain and Kuwait.

While Oman’s Ministry of Transport and

Communications has responded by appointing

Italferr, the Italian State Railways Group’s

engineering firm as the consultant for the

preliminary design of the national railway

project, there remains much to be done.

At the moment, three international

engineering firms and consulting companies

have submitted their financial offers for the

project management consultancy contract.

No final decision has yet been made for

the awarding of the contract, though South

“THIS PLACE HAS HUGE POTENTIAL, BUT IT’S ALSO BALANCING BETWEEN GOING TOO FAR, TOO FAST AND MAKING SURE THAT LOCAL SOCIETY ADJUSTS TO THE NEW WORLD”

ANCIENT LEGACYOman has always

preferred to advance its development according to

its own schedule.


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fresh air that there’s a bit more personal type of

relationship. Of course, in today’s market and

with the size of the projects, everything has to

be contractual and things have to work in a

certain way,” Malpiedi tells Big Project ME.

He admits that going slow can be quite

frustrating sometimes, but is quick to point

out that having a relaxed way of going about

business ensures that the right decisions

are made and that trust is built up between

client, consultant and contractor.

It is estimated that Oman will be awarding as

much as $65 billion worth of projects between

2013 and 2017. This is double the combined value

of projects awarded over the previous five years,

so building up this trust should be considered

as one of the most vital functions a construction

company can undertake in the Sultanate.

Among the projects at the forefront of

Oman’s aggressive expansion programme

are BP’s $15 billion Khazzan tight gas

project, the development of a $10 billion

refinery and petrochemical complex at

Duqm and the previously mentioned

nationwide railway construction project.

“The construction and projects market in

Oman is in good health,” says a report by Dentons

& Co, Oman, a law firm that has published its

overview of Construction and Projects in Oman.

“Bearing in mind Oman’s relatively small

population of only 2.8 million people, the

scale of the construction and infrastructure

development projects that have already

been committed or are under construction

is impressive,” says David Courtney-

Hatcher, one of the authors of the report.

“The public sector is by far the largest procurer

of construction services in the Sultanate of Oman.

In the 2011 budget, the government announced

Oman’s eighth five-year plan, to run from 2011

to 2015. It envisages a total capital outlay of $79

billion, of which the bulk is to be invested in

large construction projects across the country.”

While this paints a rosy picture for the

future of Oman’s construction industry, there

remain issues that need to be addressed.

Chief amongst them is the issue of workforce.

Korea’s Dohwa Engineering is the front runner

thanks to its lowest bid of $277.4 million.

What’s illustrative about this announcement

is that in August of last year, five companies were

short-listed to submit their technical offers for

the PMC contract. Around 29 companies had

evidenced interest when the tender was floated

in June 2013. Once again, the Sultanate has

shown that it will not be rushed into a decision.

“This place has huge potential, but it’s

also balancing between going too far, too fast

and making sure that local society adjusts

to the new world,” says Marco Malpiedi,

managing director of Atkins Oman.

“When I came here, this place was very simple

in its approach,” he relates, drawing upon his

experience of the country, having worked in

Oman from 1988 to 1999. He returned to Oman in

September 2013 to take up his new role at Atkins.

“When I returned, what I found was that the

place has changed in that it’s gotten bigger, but

the Omanis have still got the same approach.

Some days, I find it a little bit difficult, because

there’s almost a naivety about some of the

business, but on other days, I find it a breath of

CEMENTING DEMANDOman’s cement demand is projected to

grow at an annual rate of 6% for the next

four years, thanks to a surge in demand,

driven by mega infrastructure projects and

tourism ventures.

A research report by Al Maha Financial

Services said that the Sultanate’s long-term

plans and initiatives to develop transport

infrastructure, tourism facilities and industrial

zones will provide the required stimulus for

the continuing growth of the cement industry.

The value of contracts awarded across

the sectors is expected to double from an

estimated $6.75 billion last year to about

$12.67 billion in 2014, according to industry

reports. With a rise in the number and scale

of construction projects in the Sultanate and

the region, demand for cement is expected to

grow at the same pace.

“IT’S VERY DIFFICULT TO PERSUADE OMANIS TO COME AND WORK IN THE PRIVATE INDUSTRY, TO GET LOWER SALARIES AND TAKE A LOT OF HASSLE. BUT AT THE SAME TIME, THE GOOD ONES, THEY APPRECIATE IT BECAUSE THEY REALISE THAT THIS IS SOMEWHERE YOU CAN ACTUALLY LEARN SOMETHING”

AIRPORT EXPANSIONThe $1.8 billion expansion of the Muscat International Airport is one of the many infrastructure underway in the Sultanate.

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While the Omani government has followed the

GCC’s lead in pushing for localisation, there

are concerns over the viability of this push.

“There have been directives that have come

out in the press recently, about how the number

of expats will need to be reduced in Oman,” says

Peter Willmott, project director at Faithful +

Gould. “Really, if you’re increasing construction,

then that (number) needs to increase because

the Omani population, the national population,

isn’t very interested in construction.”

Malpeidi agrees with this, pointing out that

one of the biggest competitors with the private

construction industry is the Omani government.

“The construction industry is not so

comfortable. Contractors, in particular, work long

hours and the locations aren’t exactly the most

salubrious. Trying to attract them (the Omani

people) into the industry is a little bit difficult

then. At the same time, you’ve got expats working

here who are working on quite low salaries.

“So for contractors and consultants like

us, to take in someone who’s not necessarily

100% on board with putting in the extra hours

and who then sees people in the public sector

working fewer hours, earning more and getting

pension schemes after 15 years, it’s difficult.”

“It’s very difficult to persuade Omanis to

come and work in the private industry, to get

lower salaries and take a lot of hassle. But at

the same time, the good ones, they appreciate

it because they realise that this is somewhere

you can actually learn something,” he asserts.

However this doesn’t mean that there isn’t the

desire to hire Omanis, Malpeidi is quick to point

out. In fact, he insists it’s quite the opposite.

“We want to reflect the country, we want not

to just meet the 30% target (set by the Omani

government), but make it even as much as

70%. We don’t want to bring in talent from

the outside, we want to see what’s here.”

“The problem that we have is that we take

in graduates and undergraduates, they work

for us for three years and then they go because

they want a higher position and we say, ‘no,

if you want to build the muscles, it has to be

natural, otherwise it won’t happen.’ But that

just means that they can get a job elsewhere, or

they can start their own company or they can

go into the Ministry and get a high position,

because they’ve got the Atkins stamp.”

Despite these concerns, there remains

much to be positive about Oman’s

potential in the construction industry.

The vast expenditure in transportation

infrastructure, which includes the $1.8 billion

development of Muscat International Airport,

the $12 billion Port of Sohar investment (one

of the largest in the world) and the $12.9

billion being spent on the Oman National

Railway project, is going to fuel a surge in

construction throughout the country.

What will be certain though, is that

Oman won’t be rushed into making any

rash decisions. This is a country has been

around for centuries, and clearly intends

to be around for a while more.

HIRING DILEMMASThe construction industry in Oman finds it difficult to retain its local workforce due to government competition.

“BEARING IN MIND OMAN’S RELATIVELY SMALL POPULATION OF ONLY 2.8 MILLION PEOPLE, THE SCALE OF THE CONSTRUCTION AND INFRASTRUCTURE DEVELOPMENT PROJECTS THAT HAVE ALREADY BEEN COMMITTED OR ARE UNDER CONSTRUCTION IS IMPRESSIVE”

MAJOR PROJECTSMajor projects already under construction or in advanced stages of engineering, design and/or planning include:

n Oman Convention & Exhibition Centre. This has a project cost of $1 billion, and an estimated completion date of 2016.

n Sohar Airport. This has a project cost of $500 million, and an estimated completion date of 2014.

n Salalah Port expansion. This has a project cost of $450 million.

n Oman’s national rail network. The project cost is not yet known, and the estimated completion date is 2018.

n Duqm city, drydocks and refinery. The project cost is a total of $20 billion.

n Ghubrah Independent Water Project. The project cost is $380 million, and the estimated completion date is 2014.

n Batinah Expressway. The project cost is $2.59 billion.

n Muscat & Salalah International Airport expansion. The project cost is $5.2 billion.

n Salalah Medical City. The project cost is $1 billion.


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Building a structure of any kind is a

complicated business. The slightest

miscalculation can lead to expensive

and time consuming delays.

Given that the majority of construction

projects in the region work to tight

schedules, this could be catastrophic.

As such, it makes sense for contractors to

get things right the first time around. Nowhere

is this more important than with groundwork.

It’s better to spend up front and do a careful

survey and analysis of the site than to start doing

ground work and find your initial estimates and

assumptions have been fatally flawed.

When it comes to piling, this is doubly

important, given that it costs valuable time to

install and operate piling machinery onsite.

Not only do contractors need to choose the

right technology, but they also need to take into

consideration what they’re building and the type

of land they’re building on. Therefore, choosing

the right piling technology can be considered as

the key to having a successful build.

Perhaps it is this need for caution and

conservatism that is stopping the adoption of

new piling technologies and methods. As Peter

Titus explains, there are fixed ideas in place in

the Middle East, ideas that have helped the piling

industry to achieve the levels it has today, but that

have also held it back from pushing forwards.

“There are a large number of companies

active in the sector,” says the managing director

of Total Foundation Solutions. “If we’re talking

about piling, I think you’ll find that the majority

of the companies working in the GCC use the

rotary bored-piling technique.”

“There’s very little of what is called CFA

(Continuous Flight Auger) and if there is, it’s

mainly used for small diameter, shallow piles

such as housing projects. Whereas in the West,

particularly in the UK, France and the US, CFA

has been the dominant piling technique for the

last 30 or 40 years. It’s much faster and lower

in cost because of its speed, especially when

compared to rotary bored-piling.”

“However, engineers in the Middle East, or

shall we say geo-technical consultants, are a

little bit behind the times on that. They’re not

aware, it seems, that in the West there are piling

machines that can drill down to 41m and are

about 1.5m in diameter. They can cover a huge

spectrum of the main piling requirements on

projects and therefore it’s an opportunity that’s

still being missed despite it not being a new

technique,” he asserts during a phone interview

with Big Project ME.

COMPLICATED BUSINESSPiling can be a complicated

and expensive business if it’s not done right the first time around, experts say.

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Usama Fawzy, branch manager for the Dubai

operations of Bauer Spezialtiefbau, points out

that it’s not as simple as saying that there is

a lack of awareness in the industry. He says

that for the most part, piling contractors and

consultants are constrained by the nature of the

soil that they have to deal with.

“The majority (of piling works) are common

bore piles. In some light structures or villas,

they’re going for steel plate, if the foundation

is okay to work with steel plate. There are no

driven piles here because of the rock formation.

You cannot drive piles here. There is some

sort of special projects offshore that uses steel

piles. But it’s still not driven, it has to be drilled

because of the rock base,” he insists.

“All piles serve the same function, but you

decide what type of pile to use according to the

soil formation. Here in the UAE, after 4m, you

find rock. Because of this, driven piles are not

the solution. Driven piles work on pure sand soil

formation where you can drive the piles in and

the piles can take the load. In our situation, we

can’t do this because you can’t drive it further,

because of the rock.”

While Titus concedes this point, agreeing

that there are situations where CFA might not

be applicable, he asserts that the reluctance

to try new methods is founded on a sense of

conservatism that is prevalent throughout the

construction industry.

“It’s really about traditions. The old criticisms

of CFA existed when I was in university, and I’m

in my fifties now!” he proclaims. “They’re still

being upheld by senior geotechnical engineers

as being the reason (why they’re not using the

technology.) Even if they’ve come from those

European countries (where it’s been in use for

years), they’re reluctant because it’s so well

established here.”

A QUICK GUIDE TO PILINGThe different types of piling can be differentiated from one another based on the choice of material used or the specific method/technique adopted for piling, etc.

n Driven Piles: This technique makes use of a Pile Driver which is used to drive in prefabricated piles into the ground. Most driven piles are made of wood, concrete, or steel and the driving technique leads to soil displacement.

n Drilled Piles: Drilled piles are also called Cast-in-drilled-hole piles (CIDH piles) and use extensive boring techniques to drill into hard earth. These include: Auger Cast Pile also called Continuous Flight Auger Piling (CFA), Under-reamed piles, Pier and grade beam foundation, Tripod Piling and Mini Piling.

Some of the most commonly used Piling Devices include:

n Pile Driver: A mechanical device used to insert or drive piles into the soil.

n Hydraulic Hammer: A modern and state-of-the-art piling hammer for inserting/driving timber piles and pipes, etc into the ground.

“IF WE’RE TALKING ABOUT PILING, I THINK YOU’LL FIND THAT THE MAJORITY OF THE COMPANIES WORKING IN THE GCC USE THE ROTARY BORED-PILING TECHNIQUE”

TRADITIONAL THINKINGGroundwork contractors are reluctant to embrace new methods of piling and foundation, Peter Titus says.

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“Very often, you’ll find a CFA specification

in the tender document but no one actually

addresses it because they don’t actually have the

big CFA machines here, because of the traditions

that they have,” Titus continues.

These aren’t the only issues that the

foundation and groundwork industry faces, he

says. There are issues concerning the uptake of

new technologies like jet grouting.

Jet grouting is when a micro-piling machine

is used to drill a micro pile, down to a certain

depth (usually 20m). A slotted tube is the

inserted into the hole and high-pressured grout

is fired through, often at pressures of as much as

250m per second.

“You’re using the grout to cut the soil, so it’s

a form of soil mixing. You then retract the pipe

out of the ground and you’ve created a mixed

soil-grouted column which is a pile. It’s called a

‘jet-grout column’. Typically it can be used as a

pile, although it’s unreinforced of course. So it

has limitations but you’re using the soil in place.

You can make that column into a wall by making

the columns adjacent to each other.

You can also make a jet-grout slab. So

if you imagine that you’ve got to create a

basement, without excavating from ground level

immediately, you can create your basement wall

using jet-grout columns. You can create your

bottom plug and then you can excavate with

minimum dewatering. It’s very widely used in

all forms, anything with metros, tunnel systems

– areas where you’re excavating below the water

table, and where you’re trying to keep water

away from your excavation or minimise the

influx of water,” he explains further.

What is also an issue for the industry is that

the government has tightened up regulations on

the insertion of pilings, says Fawzy. This in turn

has pushed contractors to be more conservative

when conducting their estimations and analysis

for groundwork.

While there have been advocates for the

greater adoption of micro-piling in the region,

he points out that there are some considerations

that have to be taken into account.

“They’ve changed the zoning criteria for

the UAE,” he tells Big Project ME. “The lateral

load has become a little high and we’ve started

analysing the main load on towers. When

it comes to micro-piles, it’s not easy to take

these kinds of loads because micro-piles are in

diameters of 100mm to 250mm and you cannot

get a proper sheer reinforcement to take the

lateral load. Micro-piling makes for an efficient

solution in case you’re making a remedial

solution for an existing building, like if you’re

adding an extra floor and the foundation is

enhanced by micro-piles. But for new projects,

you can’t use it,” he states emphatically.

Peter Titus is quick to disagree with this

viewpoint, stating that it has been used in many

forms, just under different names.

“Micro-piling is purely a description of the

size of the pile. It is a form of piling where you’re

literally coring. It tends to be under 300mm

in diameter. You might micro-pile into rock,

so you use a rotary core drill or you could use

percussion drilling, a down the hole hammer,

or an at-the-top hammer, where you’re literally

driving a hammer into the ground with brute

force. It’s fast. Micro-piling is used in the Middle

East,” he insists.

“You know, a micro-piling machine is the

same as you use for anchoring, there’s a lot of

anchoring machines in the Middle East. You

anchor retaining walls, you anchor slopes, but

when you use it vertically, it’s called a micro-

pile. Very often, you might use a micro-pile

for tension piles. You would put a vertical or

even inclined anchor into a hard strata. There

is micro-piling in the Middle East, I’m selling a

number of machines in Saudi Arabia!”

PILING THE LOUVREThe first package of enabling works,

executed by Bauer International,

was completed after 503,000 cubic

metres of earth had been excavated to

accommodate the museum basement.

The Louvre Abu Dhabi achieved major

developmental milestones with the finishing

of the building’s detailed design and the

completion of its infrastructure, which

encompassed marine, excavation, piling

and substructure works.

More than 4,000 steel and reinforced

concrete piles – a total volume of 21,000

cubic metres of concrete – were driven into

the ground to serve as a base for the Louvre

Abu Dhabi building.

“VERY OFTEN, YOU’LL FIND A CFA SPECIFICATION IN THE TENDER DOCUMENT BUT NO ONE ACTUALLY ADDRESSES IT BECAUSE THEY DON’T ACTUALLY HAVE THE BIG CFA MACHINES HERE, BECAUSE OF THE TRADITIONS THAT THEY HAVE”

NOT SUITABLESome groundwork experts believe that micro-piling is not suitable for new buildings under construction.

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GLAZED THINKINGFaçade design in the Middle East has moved towards glass curtain walls despite its environmental failings.

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Dr Philip Oldfield, course director for Masters in Sustainable Tall Buildings at the University of Nottingham, reveals a futuristic yet vernacular tower for the Middle East

SUN SCREEN

Rather than following the fully-glazed

international style pioneered by

Mies Van Der Rohe in the 1920s, the

first tall buildings in the Middle East

took inspiration from ideas of shade and

opacity in local vernacular architecture.

Buildings such as Dubai World Trade

Centre (Dubai, 1979), Deira Tower (Dubai,

1980) and National Commercial Bank (Jeddah,

1983) displayed façades of stone cladding with

smaller punched windows.

However, this phase of façade common

sense was short-lived, and today the glass

curtain wall is king in the Middle East and

other global cities. A skyline full of gleaming

crystalline towers is seen to reflect prosperity,

but what is the impact of this?

The environmental failings of the fully

glazed curtain wall are widely recognised; they

allow the transmission of unwanted solar gain

and external heat into the building, forcing the

air-conditioning system to work harder, using

more energy.

Visual glare can also be a problem, often

resulting in the drawing of blinds and in turn

negating any daylight and view benefits that

were there in the first place. A recent study

by the Urban Green Council in New York, for

example, found that in highly glazed buildings,

an average of 59% of the façade area had been

covered by blinds or shades by the occupants.

Naturally, these issues are exaggerated in the

harsh desert climate of the Middle East.

With increasing consideration of

sustainability, and building environmental

performance, it seems strange that a design idea

proposed for Europe almost 100 years ago is still

the primary influence for tall building façade

design today, even in some of the most extreme

climates in the world.

However, glass itself is not to blame and

there is clearly the need to balance the opposing

requirements of view, daylight and connection

to the outside world, with restricting unwanted

thermal transmissions. Instead, the finger has

to be pointed at a lack of innovation in high-

rise façade design and laziness on behalf of

architects, who seem to consider never-ending

glazing as the only option for high-rise cladding.

It is against this backdrop that the

Mashrabiya Tower design-research project was

initiated by Amna Shahid and Adriana Villegas,

graduates of the University of Nottingham’s

Masters in Sustainable Tall Buildings.

The brief called for the design of a residential

tall building on Abu Dhabi’s Corniche that takes


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inspiration from the region’s climate, culture

and context.

The challenge is that the tall building is

truly a global typology, perhaps more so than

any other form of architecture. How then can

we balance this global form with ideas of local

character and performance, in order to create

cities with identity rather than monotony? The

façade plays a key role in this, as it is the aspect

of the building that people first see and identify

with, while also controlling the experience,

comfort and atmosphere of internal spaces.

Shahid and Villegas’ starting point was

an examination of local Middle Eastern

architecture and in particular the role of the

mashrabiya. This traditional vernacular shading

system of Islamic patterns is used to provide

shade but also privacy with its dense patterning

allowing views out, but blocking views in. The

Mashrabiya Tower examines if this small-

scale vernacular concept can be reinvented to

provide environmental comfort and cultural

identity to a skyscraper in the Middle East.

The result is a simple rectangular form,

wrapped in an aluminium mashrabiya, acting

as an environmental veil to the internal

spaces. The geometry of the patterning at

first seems random, but is actually more

complex and considered, with the density

of patterns designed to open up towards key

views, but to become more solid in areas

that need additional privacy and shade, such

as bedrooms. The simple form also hides a

complex, fragmented interior with apartments

set around a central atrium.

Careful consideration is given to the design

and organisation of the apartments themselves,

with internal corridors minimised to reduce

overlooking of spaces and maintain privacy.

“THE FINGER HAS TO BE POINTED AT A LACK OF INNOVATION IN HIGH-RISE FAÇADE DESIGN AND LAZINESS ON BEHALF OF ARCHITECTS”

Apartments are larger than those typically

found in high-rise, accommodating extended

families, with planning also separating guest

areas from the more private family living spaces.

Each apartment also has a small courtyard

on the building’s perimeter, shaded by the

mashrabiya. At the tower’s apex sits a public

mosque, twisted off grid to face Mekkah. Here

the mashrabiya not only provides shade, but

the filtered light passing through contributes to

the spiritual quality of the spaces, reflecting the

atmosphere of local souks and mosques.

While these ideas may seem somewhat

radical, many built and proposed towers in

the region have begun embracing similar

philosophies. Jean Nouvel’s Doha Tower, for

example, is wrapped in a mashrabiya-like

screen of intricate geometric patterns that vary

in density depending on the sunpath. This, it is

estimated, reduces cooling loads by 20%. Aedas’

Al Bahar Towers in Abu Dhabi goes one step

further, using a dynamic mashrabiya façade that

opens and closes in response to the sun-path.

The result is both environmentally responsive,

with a 50% reduction in solar gain and CO2

savings of 1,750 tonnes per year, but also surely

more visually striking than a fully glazed tower.

As the region continues to be a front-runner

in skyscraper construction, clearly there is an

opportunity to reinvent high-rise façade design

and move away from the all-glass approach to

one which embraces shade and privacy.

Reinventing vernacular concepts such as

the mashrabiya is just one possibility, with the

field clearly ripe for innovation. This result will

be skyscrapers that not only use less energy and

are more comfortable, but are truly rooted in

the region’s history, culture and lifestyle.

TALL CHALLENGEFaçade designers

in the region are tasked with

coming up with new ways of

thinking.


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Big Project ME looks at quality control and the scope for formwork technology in the infrastructure construction market. Neha Bhatia reports

Anotable statement was handed out by

a Singaporean court early last month

for a workplace accident that occurred

nearly two years ago at the construction

site of a link-way roof, where sub-standard

installation and erection of formwork structures

on site saw two workers lose their lives.

The subcontractor for the project, Sin Herh

Construction, was held culpable by the Ministry

of Manpower as it was in charge of erecting the

formwork structure which was later discovered

to have had gaps that required plugging. Three

workers were fixing these gaps – through which

concrete had begun to leak – when the scaffolding

collapsed with tragic consequences.

“A holistic understanding of safety begins

right from when formwork systems are still under

development,” explains Peter Vogel, director of

Doka Group Middle East. “This begins with the

choice of materials for the system components,

and with the documentation on how the product

is used. The use of high-grade materials for all

formwork components not only makes them last

longer, it makes them safer too.

“In-depth analysis of the initial situation

provides the basis for individualised solutions, in

THEREFORMING

INDUSTRYwhich suitable products (such as ladder ways and

protection systems) are incorporated right from

the start.

“Efficient usage of formwork systems is achieved

not only by the features themselves, but even more

so by using their components correctly. This is why

high-quality documentation, such as formwork

utilisation plans, instruction manuals and safety

data sheets are such an important basis for a safe

site,” expands Vogel about the improved tools for the

creation, installation and use of formwork systems.

Technological and safety advancements in the

region’s formwork industry will attract increased

interest and investment in the upcoming years.

Massive infrastructural developments are due to

be completed – in less than a decade – for the two

landmark world events in the GCC.

As the UAE prepares for the Expo 2020 and

Qatar for the FIFA World Cup 2022, it will be critical

to not only avoid delays in completion, but also

enhance the pace of construction at every stage

of the building process. Additionally, extensive

road and rail networks have been planned in all

GCC countries, leading formwork manufacturers

to extend the utility of their product and service

offerings towards infrastructure building, such as

roads and bridges.

Ahmed Elhadidy, Gulf regional manager

for Acrow Co. Formwork Technology, provides

insights about the temporary structures market in

the growing construction hub of Qatar.

“The Qatari market is a big challenge for all

formwork companies, with an expected spending

“FORMWORKS HAVE TO BE USED REPETITIVELY, WHICH MAKES THEM AN INVESTMENT THAT REQUIRES CONSIDERABLE THOUGHT. MOST FORMWORK SETUPS CAN BE REUSED UP TO 300 TIMES”

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of $150 billion on the infrastructure sector for the

next eight years before the kick-off of the World

cup 2022,” he says.

“One of the biggest hurdles in Qatar is the tight

deadline and the need to provide a cost-effective

formwork solution that will accommodate the

fast construction schedule. Since some of the

major (infrastructural) projects were announced,

a lot of formwork companies have been trying to

establish a strong presence in the country, and

existing companies are trying to strengthen their

presence to be ready for the incoming billions of

infrastructure projects which will shape Qatar’s

hosting capacities for the event.”

“Projects that have already been announced

include a $20 billion investment in roads and $25

billion in railways and light rail transit,” he adds.

Doka’s Vogel offers a unique perspective

on how technology can be combined with

formwork to make for their optimal utilisation for

infrastructure projects.

“Infrastructure and building projects are

becoming increasingly complex. Continual growth

in population and urbanisation have led to an

increased demand for residential units and social

infrastructure that challenges both, urban planners

and construction companies. Meeting the demand

for speed, dimension and safety is a responsibility

for formwork technology as well. At the same

time, investors are particularly interested in a

construction process that is efficient and safe.”

To Peter Vogel, it is crucial that both software

and hardware technology works in collaboration to

further the benefits offered to – and by – formwork

products and systems.

“The demands placed on formwork technology

lie in the ever-increasing speed of construction

accompanied by increased mechanisation of the

construction site. As a result, customers expect a

product range supplemented by a comprehensive

service portfolio.”

“During project and construction site planning,

everyone from architect to formwork supplier will

be part of an electronic network. Thus, a uniform

software standard is needed. Trends in BIM-5D-

Planning (Building Information Modelling) are

already in their prototype phase,” Vogel adds.

The application of BIM could, potentially, be an

added advantage to the sustainability-conscious

formwork industry. As the region broadens its

definition of ‘sustainability’ to include economic

and environmental savings, BIM will, while

primarily aiding the reduction of material wastage,

also ensure contemporary formwork models find

takers for their unconventional features.

Flying form systems have, of late, been

replaced by modular slab formwork types. Made

of prefabricated beams and modules, their

most-valued facet is the lack of crane machinery

requirement during their installation.

Traditionally made out of timber, these are

now being built using steel or aluminium for the

environmental savings and monetary advantages

– through increased reusability value – that they

offer to clients.

“The formwork market is quite cost-

competitive,” says Rajesh Baadkar, executive sales

director (MENA & East Africa) for MFE Formwork

Technology. “Formworks have to be used

repetitively, which makes them an investment that

requires considerable thought. Most formwork

setups can be reused up to 300 times,” he reveals.

The advantages of aluminium-based

formworks, Baadkar believes, are many – given

their low density, they eliminate the additional

crane costs that often accompany the installation

of steel- or timber-based systems.

“Most construction sites in the UAE have more

than one crane,” explains Baadkar. “If the need for

them can be reduced through the employment of

lightweight formwork that does not require crane-

handling, it can result in huge cost savings for the

client,” he asserts.

With traditional timber-based formwork

systems losing followers for their environmental

drawbacks and other construction site risks, it is

understandable if the formwork market looks to

move towards solutions that offer ancillary benefits

at a high pace and low price.

As a technique, formwork is evolving from

being a mere structural ingredient to one that can

advance infrastructural projects, and the GCC

construction market stands to greatly benefit from

this transition.

DOKA FORMWORK SYSTEMS FOR INFRASTRUCTURE PROJECTSAustrian building firm Doka has extended

its formwork line to facilitate construction

for infrastructure projects.

The company’s Load-bearing Tower system SL-1

is suitable for demands presented by tunnels

built in accordance with mining practice,

the cut and cover method and especially for

underground railway stations and long caverns.

Notwithstanding form and load, the modular

configuration of SL-1 ensures speedy and

economic construction progress.

Similarly, the company’s new tunnel formwork,

DokaCC, allows for quick, efficient and

safe construction of various traffic tunnels,

in particular in the initial approach and

gathering area of the underground railway.

SUSTAINABILITY CONSCIOUS

Using BIM could add sustainability advantages to the

formwork industry.

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Construction and civil infrastructure

represent two of the biggest – and most

economically vital – sectors of the UAE

economy. Major projects throughout

Asia Pacific, such as the Shanghai Tower, Cyber

City Gurgaon in India, Kitasato University

Hospital in Japan and the Huangdeng Hy-

dropower Station in China, not only employ

thousands of people but they set the stage for

long-term economic recovery and growth.

What can we expect to see for construction

and infrastructure in 2014? Several transforma-

tive trends are already underway. Among many

Eight trends reshaping global construction and infrastructure in 2014 and beyondHassan Malki of Autodesk, outlines some of the major trends that are likely to impact the global construction and infrastructure industries over the coming years

HASSAN MALKI

considerations, two crucial keys to the success

of these industries in 2014 and beyond are ad-

vanced technologies and innovative financing.

For the construction industry, 2014 will be

characterized by the continued rapid adop-

tion of Building Information Modelling (BIM)

technologies to drive greater productivity.

With that starting point, here are four key

trends to watch develop in 2014 and beyond:

1. First, the breakthrough we witnessed in

2013 with cloud technology enabling the

virtual extension of the office into the

field will continue to gain traction in 2014.

CLOUD TECHNOLOGYThere has been a

fundamental shift in the industry's approach to BIM.

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COMMENT AUTODESK

Real-time access to data now allows project

managers to realise new efficiencies that

weren’t possible before. We’re witnessing a

fundamental shift in the industry’s approach

to BIM as our customers discover new ways

to positively impact processes in the field.

2. Mobile, cloud and BIM workflow-based

technologies and practices will continue to

enhance collaboration in the field across

AEC disciplines. Forward-thinking com-

panies will use the technology to further

validate design decisions and track issues

in the field. Utilising iPads and tablets in

the field will become the new standard.

3. In 2014, and for the next five years, we

predict a major expansion of BIM’s role

“BY 2020, WE EXPECT BIM WILL BE UBIQUITOUS AND A STANDARD PART OF THE WAY ALL DESIGN AND CONSTRUCTION TASKS ARE CARRIED OUT IN A COORDINATED WAY WITHIN A SINGLE MODEL”

of helping AEC professionals collaborate

by sharing intelligent models, which will

transform how projects are designed and

managed. By 2020, for example, we expect

BIM will be ubiquitous and a standard part

of the way all design and construction tasks

are carried out in a coordinated way within

a single model. With the rapid adoption of

BIM across the entire project lifecycle, the

connection between design and construc-

tion will become even stronger, eliminat-

ing re-work and improving accuracy.

4. We believe that by 2020 rapid advance-

ments in file-to-fabrication may result in

the ability to produce building components

via off-site. Also, on-site digital fabrication

will become the norm for the industry.

With regard to civil infrastructure, BIM and

related technologies will continue to transform

the way it is built much like buildings. But

another key trend in infrastructure financing

will also continue to reshape the industry.

Throughout 2014 and beyond, watch the

global infrastructure industry continue to

address what can be called the “infrastruc-

ture gap” – the estimated $30 trillion gap that

needs to be closed between the worldwide

demand for new or retrofitted infrastructure

(eg: roads, bridges, rail systems, seaport im-

provements and water/wastewater facilities)

and available funding needed for projects.

We believe that innovative financ-

ing, such as the approach embodied in

Public-Private Partnerships (PPPs), is vi-

tal to solving the funding shortfall.

Here are four factors to watch in

2014 and beyond on the PPP front:

1. As government budgets shrink, PPPs will

continue to rise. PPPs are a contractual

arrangement whereby the resources, risks

and rewards of both the public agency and

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COMMENT AUTODESK BIGPROJECTME.COM

Hassan Malki is Major Accounts sales

manager, AEC at Autodesk

private company are combined to provide

greater efficiency, better access to capital

and improved compliance with a range

of government regulations. Shifting the

procurement off the public balance-sheet

through a partnership with the private

sector is an attractive alternative to rais-

ing taxes or further loading up on debt.

2. This increase in demand for PPPs is being

met by highly competitive funding pro-

grammes from around the world. It’s no

longer the case that private investments

are locally sourced. Instead, the compe-

tition for funding is now global, which

fundamentally changes how PPPs tradition-

ally operated a decade ago. For example,

increased competition for private capital will

result in a global move away from funding

projects based on a first-come-first-serve

basis and will award funding to projects

with the best business case. Today, PPPs

are being implemented in both developed

and developing countries including the US,

Australia, Canada, the UK, France, Germany,

Spain, Portugal, the UAE South Africa, India,

Brazil and Columbia, and new PPPs will

continue to emerge in other countries – with

the intent of sourcing capital globally.

3. Watch for PPP funding priorities to be as-

signed to projects that offer the greatest

"holistic return," accounting for not only the

financial, social and environmental aspects

of a specific project, but also, given recent

impacts of natural disasters, the resiliency of

that infrastructure while ensuring approach-

es are viable and equitable as well. Project

owners will take a full lifecycle approach

with projects, where they visualise and

simulate future conditions, not basing design

solely on today’s existing environment.

4. Modern planning, design and delivery tools

will significantly improve PPPs in 2014. The

coupling of private infrastructure invest-

ments with a strategic and innovative use of

3D technology will not only provide infra-

structure owners and investors with a better

understanding of the scope and complexity

of the investment, but can also help them

to route efficiency gains made from this

change toward financing future projects.

While the challenges that lie ahead for the

construction and civil infrastructure industries

are difficult, our customers are meeting these

head on with advanced technology and innova-

tive funding. Together, PPPs, cloud, mobile and

BIM technology will continue to displace outdat-

ed processes – and make way for a more efficient

path forward. 2014 will be a year of change and

we’re excited to watch these trends unfold. n

“WE BELIEVE THAT INNOVATIVE FINANCING, SUCH AS THE APPROACH EMBODIED IN PUBLIC-PRIVATE PARTNERSHIPS (PPPS), IS VITAL TO SOLVING THE FUNDING SHORTFALL”

BIM EXPANSIONby 2020, BIM is expected to be ubiquitous in the region, experts say.

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[email protected]

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TIME & MONEY COINS BIGPROJECTME.COM

HOW DOES COINS HELP ITS CUSTOMERS ACHIEVE OPTIMUM RESULTS ON THEIR PROJECTS?COINS OA is an ERP application that has been

developed specifically to support the processes

that occur within a construction business and

is staffed primarily by construction industry

professionals that understand those processes

and the terminology that the industry uses. This

means that there is not a protracted education

process that has to be gone through to explain how

a customer needs the software to operate nor is

there a need to make expensive software changes

to fit the process or, worse still, for a customer to

Helping you makethe smartest decisions

Big Project ME speaks to Construction Industry Solutions (COINS) to find out how its software solutions can benefit contractors looking to manage their projects

VALUEFOR MONEY

APRIL 2014

PROCESS SUPPORTCOINS OA has been

developed to support the processes within the

construction industry.

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TIME & MONEY COINS

change their process to fit the software!

COINS OA is involved at all stages of a

construction project from marketing, estimating

and tendering through budgeting, procurement,

project management, project cost control,

subcontractor management, application for

payment, finance, human resources, time and

attendance, payroll and facilities management.

Customers can start with a small part of the

system and build on it according to their priorities.

COINS work with their customers – it is one of the

reasons we have one of the lowest attrition rates in

the industry.

HOW DOES IT HELP REDUCE WORKLOADS AND CONTROL COSTS ONSITE?At the heart of COINS OA is our central repository.

This is where key data about projects, employees,

suppliers, subcontractors and clients is stored.

This data is then, subject to security controls,

available everywhere in the system. This is one

way that data rekeying is eliminated, saving time

and therefore money.

COINS is also designed around the need of the

project team to control budgets, costs and revenue

as well as the finance team to report financially.

This means that COINS has developed a very

flexible coding structure so that both teams get

data in the formats that they need. No longer do

the project team need to wait until after month end

to see their costs – the system is updated minute by

minute in a Work Breakdown Structure (WBS) so

they can see true “through the gate” costing.

HOW ACCESSIBLE IS THE SOFTWARE FOR ALL STAKEHOLDERS INVOLVED WITH THE PROJECT? There are a number of technological

advancements that will change the way that

contractors use software in the future. Certainly

the cloud is one of those but there is also a demand

to make data available at anytime and anywhere so

“WITHIN COINS A MODEL CAN BE USED NOT ONLY TO TAKE-OFF QUANTITIES AT ESTIMATE STAGE BUT ALSO TO CHECK MODELS FOR ISSUES SUCH AS CLASHES AND THEN TO CREATE THOSE ISSUES WITH OUR PROJECT MANAGEMENT MODULE”

we have been working on both cloud offerings and

making more available to mobile devices. Within

COINS OA today, a project manager can login

and see what documents are awaiting approval

and they can approve online using a iPad or an

Android or Windows device. We also make our

Business Intelligence Dashboards and reports

available in this way so that Key Performance

Indicator (KPI) data is instantly available.

WHAT ADVANCEMENTS ARE YOU MAKING TO TAKE THE SOFTWARE FURTHER?The development of COINS OA never stops!

As a global business with customers in over

40 countries across the globe, we need to be

cognisant of the changing needs of the industry

in all of those locations. Certainly we will keep

increasing functionality in the core product but

will also add to the number of “apps” that are

available to the core product.

It is important to our customers that we

also continue our policy of making the system

interoperable with other systems – ERP is the

heartbeat of a construction company but it also

has to supply information to, and get information

from, other 3rd party applications. For example,

APRIL 2014

KEY DATACOINS OA has a central

repository that stores key data about employees,

suppliers, subcontractors and clients.

we have been working with Building Information

Modelling (BIM) for many years now including

3D models. Within COINS a model can be used

not only to take-off quantities at estimate stage

but also to check models for issues such as

clashes and then to create those issues with our

Project Management module. This allows the

Project Team to see what issues are outstanding,

when they are due for resolution, what risk

is attached to the issue and so on. It is also

possible to use that base data to potentially raise

variations or to manage an Extension Of Time

(EOT) claim.

WHAT RESPONSIBILITY DOES COINS FEEL IT HAS TO THE WIDER COMMUNITY IN THE GCC?Whilst COINS is successful commercial

organisation, we care deeply about the

communities we work in. We established

a Foundation many years ago because we

feel strongly that with any privilege comes

a responsibility. We are privileged to have

some great customers and we are a profitable

business, we should do something good for our

community. In Dubai we support the Widad

Centre which opened in October 2013. The

Widad Centre provides an alternative education

programme and offers inclusion for neurotypical

children and children with various cognitive,

learning and physical difficulties and exposes

them to functional education and life skills, while

focusing on their abilities and strengths.

Widad Centre has been very successful and we

will continue to support it while also looking for

other opportunities for similar initiatives. n

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TENDERS BIGPROJECTME.COM

DESCRIPTION Construction of 41 and 46-storey residential towers.PERIOD 31/12/2016 STATUS Current Project

PROJECT NAME DOHA WEST POWER PLANT UPGRADE PROJECT

BUDGET $265,000,000

PROJECT NUMBER MPR1457-KREGION Safat, KuwaitCLIENT Ministry of Electricity & Water (Kuwait)ADDRESS Ministry of Electricity & Water Bldg, South Al Surra Street, Ministries AreaPOSTAL/ZIP CODE 12PHONE (+965) 2537 1000FAX (+965) 2537 1420 / 1421 / 1422EMAIL [email protected] www.energy.gov.kwDESCRIPTION Engineering, Procurement and Construction (EPC) contract for upgrading an existing power plant.STATUS Current Project

PROJECT NAME THE ATRIA TOWER PROJECT - BUSINESS BAY

BUDGET $245,000,000

PROJECT NUMBER WPR112-UREGION Dubai, UAECLIENT Deyaar Development (Dubai)POSTAL/ZIP CODE 30833PHONE (+971-4) 395 7700FAX (+971-4) 395 7711WEBSITE www.deyaar.aeDESCRIPTION Construction of a twin tower comprising (350) serviced apartments and (219) residential units.PERIOD 2017 STATUS New Tender

www.ccsgulf.com | Tel: +971 4 346 6456 | [email protected]

INTEGRATED ESTIMATING, PROJECT CONTROL

AND ERP SOLUTION FOR CONTRACTORS

TOP TENDERS

PROJECT NAME POWER PLANT PROJECT – YOUSIFIYA

BUDGET $820,000,000

PROJECT NUMBER ZPR1291-IQREGION Baghdad, IraqCLIENT Ministry of Electricity (Iraq)PHONE (+964-1) 719 0929 / 719 9007EMAIL [email protected] www.moelc.gov.iqDESCRIPTION Construction of a Power Plant with capacity of 230 megawatts (MW).STATUS Current Project

PROJECT NAME SHAYBAH ARABIAN LIGHT CRUDE INCREMENT PROJECT

BUDGET $410,000,000

PROJECT NUMBER MPP2871-SAREGION Dhahran, Saudi ArabiaCLIENT Saudi Arabian Oil CompanyPOSTAL/ZIP CODE 5000

PHONE (+966-3) 872 0115FAX (+966-3) 873 8190 / 874 1655WEBSITE www.saudiaramco.comDESCRIPTION Engineering, Procurement and Construction (EPC) contract for a light crude increment project.PERIOD 2016STATUS Current Project

PROJECT NAME MAYSAN TOWERS PROJECT - AL REEM ISLAND

BUDGET $110,000,000

PROJECT NUMBER WPR122-UREGION Abu Dhabi, UAECLIENT Aabar Properties L.L.C (Abu Dhabi)ADDRESS Abu Dhabi Trade Centre (Abu Dhabi Mall), East Tower, 4th FloorPOSTAL/ZIP CODE 37624PHONE (+971-2) 222 2233FAX (+971-2) 222 2333EMAIL [email protected] www.aabarproperties.com

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CONSTRUCTION

MIDDLE EAST48

Ten Tips

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UAEBURJ VISTA TOWERS PROJECT - DOWNTOWN DUBAI DISTRICT

PROJECT NUMBER MPP2894-UTERRITORY Dubai, UAECLIENT Emaar Properties PJSC (Dubai)ADDRESS Emaar Business Park, Bldg No 3, Near Interchange No 5, Shaikh Zayed RoadPOSTAL/ZIP CODE 9440

PHONE (+971-4) 367 3333FAX (+971-4) 367 3000EMAIL [email protected] www.emaar.comDESCRIPTION Construction of two residential towers, one comprising (65) floors and the other (20) floors.CLOSING DATE March 25, 2014STATUS New TenderTENDER CATEGORIES Prestige BuildingsTENDER PRODUCTS High-rise Towers, Residential Buildings

DIALYSIS CENTRE PROJECT - SHEIKH KHALIFA MEDICAL CITY

PROJECT NUMBER WPR076-UTERRITORY Abu Dhabi, UAECLIENT Abu Dhabi General Services Company PJSC (Musanada)ADDRESS 3rd Floor, Bldg. C6, Al Bateen Towers, Bainuna StreetPOSTAL/ZIP CODE 33700PHONE (+971-2) 404 2222FAX (+971-2) 404 2221EMAIL [email protected]

WEBSITE www.musanada.comDESCRIPTION Construction of a new state-of-the-art Dialysis Centre at a Hospital.PERIOD 2016 STATUS Current ProjectMAIN ARCHITECT Leo A Daly (Abu Dhabi)DESIGN CONSULTANT Burt Hill (Abu Dhabi)PROJECT MANAGER Allen & Shariff International (Abu Dhabi)MAIN CONTRACTOR Al Faraa General Contracting Company (Abu Dhabi)SPECIALIST CONTRACTOR Pindi General Transport L.L.C (Abu Dhabi)TENDER CATEGORIES Medical & Healthcare, Construction & ContractingTENDER PRODUCTS Hospital Construction

CORP AL KHOORY HOTEL - AL BARSHA 1

PROJECT NUMBER WPR115-UTERRITORY Dubai, UAECLIENT Mohammed Tayyeb Khoory Real Estate L.L.C (Dubai)POSTAL/ZIP CODE 114555PHONE (+971-4) 314 6166FAX (+971-4) 340 0107DESCRIPTION Construction of three-

MIDDLE EAST TENDERS PROVIDED BY

Tel +9712-6348495Web www.MiddleEastTenders.comEmail [email protected]

SPONSORED BY

Tel +9714 346 6456 Web www.ccsgulf.comEmail [email protected]

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star comprising 2 basement levels, a ground floor, (6) additional floors and a roof in a built-up area of about 19,000 square metres.BUDGET $25,000,000 PERIOD 31/08/2015 STATUS Current ProjectMAIN CONSULTANT Al Baha Engineering Consultants (Dubai)DESIGN CONSULTANT Al Baha Engineering Consultants (Dubai)MAIN CONTRACTOR Naresco Contracting (Dubai)TENDER CATEGORIES HotelsTENDER PRODUCTS Hotel Construction

SAUDI ARABIAHILTON GARDEN INN HOTEL PROJECT - AL JUBAIL

PROJECT NUMBER WPR124-SATERRITORY Saudi ArabiaCLIENT Hilton International (Dubai)ADDRESS Dubai Internet City, Bldg. 15, Office 101-111

POSTAL/ZIP CODE 500200PHONE (+971-4) 391 5100FAX (+971-4) 391 6790WEBSITE www.hiltonworldwide.com DESCRIPTION Construction of a five-star hotel comprising (125) rooms featuring a range of facilities, including a fitness centre and an outdoor poolPERIOD 2016

STATUS New TenderHOTEL CONSULTANT Faisal Al-Ansari Contracting (Saudi Arabia)TENDER CATEGORIES Construction & Contracting, HotelsTENDER PRODUCTS Hotel Construction

INTEGRATED INDUSTRIAL COMPLEX CONSTRUCTION PROJECT

PROJECT NUMBER ZPR1301-SATERRITORY Saudi ArabiaCLIENT Saudi Basic Industries Corporation (SABIC)CITY Riyadh 11422 POSTAL/ZIP CODE 5101PHONE (+966-1) 225 8000/ 225 9701FAX (+966-1) 225 9000EMAIL [email protected] www.sabic.comDESCRIPTION Construction of an

integrated industrial complex for the production of petrochemicals from crude oilSTATUS New TenderTENDER CATEGORIES Industrial & Special ProjectsTENDER PRODUCTS Chemical Plants

OMANYANQUL COPPER MINE DEVELOPMENT PROJECT

PROJECT NUMBER NPR038-OTERRITORY OmanCLIENT Oman Oil Company S.A.O.C.ADDRESS Al-Harthy ComplexCITY Muscat PC 118 POSTAL/ZIP CODE 261PHONE (+968) 2457 3100FAX (+968) 2457 3101EMAIL [email protected] www.oman-oil.com




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DESCRIPTION Development of Yanqul copper mine.STATUS New TenderTENDER CATEGORIES Industrial & Special ProjectsTENDER PRODUCTS Mining & Metals

QATARFACILITY D IWPP & IWP PROJECT

PROJECT NUMBER WTR3684-QTERRITORY QatarCLIENT Qatar General Electricity & Water Corporation (Kahramaa)ADDRESS Corniche Street, Number 61, Sheraton Roundabout, Dafna Area POSTAL/ZIP CODE 41PHONE (+974) 4484 5484FAX (+974) 4484 5496EMAIL [email protected] www.km.com.qaDESCRIPTION Construction of a new Independent Water & Power Plant (IWPP) with production capacity of 2,400 MW and 130

million imperial gallons a day (MIGD) along with a new Industrial Desalinated Water Facility (IDWF) Independent Water Plant (IWP) with production capacity of approximately 45 MIGD of desalinated water using Reverse Osmosis (RO) technology, including site infrastructure and layout designed for ultimate capacity of

95 MIGD.BUDGET $2,000,000,000CLOSING DATE April 3, 2014 PERIOD 2016TENDER CATEGORIES Power & Alternative Energy, Water WorksTENDER PRODUCTS Independent Water & Power Plants (IWPP), Independent Water Plants (IWP), Water Desalination PlantsSTATUS New TenderTENDER CATEGORIES Power & Alternative Energy, Water Works TENDER PRODUCTS Independent Water & Power Plants (IWPP), Independent Water Plants (IWP), Water Desalination Plants

KUWAITKUWAIT SCHOOLS DEVELOPMENT PROGRAM PUBLIC-PRIVATE PARTNERSHIP PROJECT

PROJECT NUMBER MPP2895-KTERRITORY Shuwaikh, KuwaitCLIENT Partnerships Technical Bureau (Kuwait)ADDRESS Touristic Enterprises Co. Bldg., 2nd Floor, Al-Jahra StreetPHONE (+965) 2496 5900 / 2496 5902FAX (+965) 2496 5901EMAIL [email protected] www.ptb.gov.kwDESCRIPTION Development of nine schools, including five kindergartens, three elementary and one middle school, a residential building for female teachers and an Olympic-size swimming poolSTATUS New TenderTENDER CATEGORIES Construction & Contracting, Education & TrainingTENDER PRODUCTS Educational Development

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BAHRAINYASMEENAT SAAR VILLAS PROJECT

PROJECT NUMBER WPR104-BTERRITORY Manama, BahrainCLIENT Naseej B.S.C (Bahrain)ADDRESS 46th Floor, East Tower, Bahrain Financial HarbourPOSTAL/ZIP CODE 1383PHONE (+973) 1655 7999FAX (+973) 1655 7990WEBSITE www.naseejproperties.com DESCRIPTION Construction of (32) villas on an overall plot size of 17,000 square metresSTATUS New TenderMAIN CONSULTANT Mohammed Salahuddin Consulting Engineering Bureau - MSCEB (Bahrain)DESIGN CONSULTANT Mohammed Salahuddin Consulting Engineering Bureau - MSCEB (Bahrain)TENDER CATEGORIES Construction & ContractingTENDER PRODUCTS Villas Construction

IRAQBAZIAN REFINERY EXPANSION PROJECT - PHASE 3

PROJECT NUMBER MPP2888-IQTERRITORY Erbil, IraqCLIENT Qaiwan Group (Iraq)ADDRESS 4th Floor, Sulaymaniyah Mall

PHONE (+964-53) 319 0248EMAIL [email protected] WEBSITE www.qaiwangroup.com DESCRIPTION Engineering, Procurement and Construction (EPC) contract for the expansion of a Refinery to increase production capacity from 34,000 barrels a day (b/d) to 84,000 b/d.PERIOD 2017

STATUS New TenderFEED CONSULTANT Technip (France) TENDER CATEGORIES Gas Processing & Distribution, Oilfields & RefineriesTENDER PRODUCTS Offsites & Utilities, Oilfields Exploration & Development

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INDUSTRY EVENT SWEETT KARTING CHALLENGE BIGPROJECTME.COM

GO-KARTING RACE HELD FOR CONSTRUCTION PROFESSIONALS AT DUBAI KARTDROME

SWEETT GROUP, MCLAREN and Brookfield Multiplex took the glory at the Sweett Karting Challenge last month as some of the region’s top construction and property firms engaged in friendly competition at the Dubai Kartdrome in Dubai Motor City.

The three firms took the podium positions, beating out a field of more than 15 teams.

Property and infrastructure consultancy Sweett Group hosted the go-karting competition at the Kartdrome, a popular race track in Dubai Motor City. More than 70 industry professionals gathered at the outdoor track and competed in the race to win the grand trophy.

“This is the second Sweett Karting Challenge we have organised,” said Dima Qumsieh, business development manager

SWEETT FINISHSweett Group took the honours at the Sweett

Karting Challenge held at Dubai Motor City.

for the company’s MENA operations. “To our pleasant surprise, the response has been fantastic and the interest keeps growing.

“It’s a great way to gather with our peers in the industry in a light-hearted, friendly race. That said, there were some keen racers and the competitive spirit on the night was electrifying,” she added.

The event commenced with a safety briefing session held by the Kartdrome management. This was followed by an initial practice race and a qualifying race.

The participants then lined up for the main event, a keenly contested group race that saw Sweett Group emerge as winners for the evening. The construction company, McLaren Group, come in a

INDUSTRY EVENTSWEETT KARTING CHALLENGE

close second while contractor, Brookfield Multiplex, completed the podium finishers.

“Go-karting is an exciting choice of activity for an industry event,” said Guy Source, a member of Macdonald & Company’s participating contingent. “The atmosphere is amazing with plenty of good drivers to compete with.”

On being asked about the relevance of such events, Source said: “The construction industry here (the UAE) is huge and constantly growing, so such events are always a welcome opportunity to meet new people.”

Sweett’s recent effort highlights the significance placed on informal networking meetings by the construction industry in the UAE, and specifically in Dubai.

70_Industry Event.indd 70 4/2/14 2:19 PM

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INDUSTRY EVENT BPME GOLF DAY BIGPROJECTME.COM

72 PARTICIPANTS TAKE PART IN THE CONTRACTORS CUP 2014 AT EMIRATES GOLF CLUB

THE FIRST Big Project Middle East Golf Day of the year was held on April 2, 2014 as the leading contractors in the GCC returned to the Faldo Course, Emirates Golf Club – Dubai, to duke it out for the Contractors Cup 2014.

Representatives from some of the most prestigious construction contracting firms in the region took part in the day-long event, which featured intense, yet friendly, competition.

Companies that took part included ALEC, Arabtec, Al Jaber and BK Gulf, amongst many others. All told, 72 participants took to the Faldo course. Raz Islam, publishing director of

BIG DAY OUTParticpants gather for a

photoshoot before hitting the Faldo Course at Emirates Golf Club.

CPI Media Group, said that he was delighted with the industry’s turnout for the event.

“We hold these Golf Days to provide a relaxed, fun environment where the construction industry can network and indulge in a bit of friendly rivalry. We’ve had some excellent feedback from the participants and the event has been the success we hoped it would be.”

Drew Colford, Neil Davies, Andrew Harvey and Albert Quraismi were the team that took top spot, with an average net score of 55.5.

In second place was Alex McDonald, James Jackson, Ramnath Venrateswaran and Clevin

INDUSTRY EVENTBIG PROJECT ME GOLF DAY

Correya with 58.2. Third place was taken by Nico Van Niererk, Malcolm Hawksby and James Grisdale who had a net score of 58.7.

Additionally, there were individual prizes given out to participants with Jonathan Eveleigh taking the Nearest the Pin prize on the 8th Hole. Tyrone Evans hit the Longest Drive on the 16th hole.

Thank you to all our sponsors, Alubond (Lead Sponsor), Hyder Consulting, CCS Gulf, Coins, Famco, WSP, Autodesk, Aconex, Energy Advantage and First Gulf Company. The Consultants & Architects Cup will be held on October 30, 2014.

®™

middle east

CMYK - PRINTING PROCESS

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INDUSTRY EVENT BPME GOLF DAY

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Project Qatar 2014 will be held from May 12 - May 15 at the Qatar National Convention Centre (QNCC).

It is the 11th International Construction Technology & Building Materials Exhibition. The event attracts key buyers and industry leaders looking for the most up-to-date technology and state-of-the art equipment available on the market.

Project Qatar 2014 will also feature the yearly concurrent events: “Qatar Stone-Tech” and “Heavy Max”. This year’s event will feature the Project Qatar Conference Series that will include “LightingTech Qatar” (12-13 May), “HVACTech Qatar” (14-15 May) and will be followed at a later stage by “Future Interiors Qatar” (8-9 September).

HAPPENING THIS MONTH

72-74_Industry Event GOLF DAY.indd 74 4/3/14 5:34 PM

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bedding7 Marble tiles, 40 mm. Flat

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EARLY LAST MONTH I had the opportunity to

travel to Oman for a couple of site visits. One

was the Kempinski Hotel, part of the Wave

development in Muscat. The other was a tour

of the Alila hotel in Jabal Akhdar, which we’ll be

covering in the coming months.

While I was utterly captivated by my time in

Jabal Akhdar (if you haven’t been, do go, it’s well

worth a visit), what really grabbed my attention

was the conversations I had with people

involved in the Omani construction industry.

Given how the UAE, Saudi Arabia and latterly

Qatar, have dominated the regional construction

landscape, it’s become an accepted fact that the

way they do business is the way things are done

in the GCC.

Not so in the Sultanate of Oman. Things tend

to move at their own pace there, with careful and

considered deliberation the rule of thumb. In

fact, almost everyone I spoke to during my trip

said that they preferred the way Oman operated

as opposed to the rest of the GCC.

Yes, things move a lot slower, and if you’re

looking to make a quick buck, this probably isn’t

the market for you.

But if you’re looking to establish yourself for

the long term and create a dynastic presence,

then Oman would be the place to be.

Everyone - from local contractors to

international consultants - working in the

market, have said the same thing.

As Marco Malpeidi, managing director for

Atkins Oman, points out in this month’s Market

Analysis, Oman has huge potential, but it’s also

wary of growing too far and too fast.

This is a country with an ancient history and

a keen sense of self, it has existed as a regional

hub for trading and commerce for centuries. It is

not about to sacrifice that for short-term gains,

no matter how lucrative they may be.

In my opinion, that’s an attitude that a lot of

economies in the region should emulate if they

want to continue to be relevant as the global

economy continues to shift and change.

A city that is certainly taking its time to

do things the right way is Abu Dhabi. As this

month’s Louvre site visit shows, the UAE capital

is determined to do things right. It may have

taken four years to get started on construction,

but they’ve certainly not wasted that time.

With just over a year to go before the

museum opens in the fourth quarter of 2015,

the extensive planning and design process that

took place before the start of construction has

helped ensure the smooth operation of a truly

mammoth construction site.

Furthermore, the continuing close

cooperation between consultant, contractor and

client ensures that there is a strong framework in

place to ensure minimal disruption to work.

With a slew of major projects set to begin

in Qatar and Dubai and the workload on

contractors set to increase, the examples set by

Abu Dhabi and Oman could be exactly what is

needed for the industry to learn from.

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CONSTRUCTIVE CRITICISM BIGPROJECTME.COM

GAVIN DAVIDS

Gavin Davids says that companies looking to create a dynastical presence in the region should be looking at the slowly awaking Omani construction market

Make Your Mark

“IF YOU’RE LOOKING TO ESTABLISH YOURSELF FOR THE LONG TERM AND CREATE A DYNASTICAL PRESENCE, THEN OMAN WOULD BE THE PLACE TO BE”

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Big Project ME takes a closer look at the most vital of all construction materials

STEEL WORKS

ALSO INSIDE STEEL BENDING

CORROSION PROTECTIONSUSTAINABILITY AND STEEL

BIM AND STEEL STRUCTURES

STEEL SUPPLEMENT 2014

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EDITOR’S COMMENT

Gavin DavidsDeputy Editor

Heavy metal culture

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GROUP CHAIRMAN AND FOUNDER DOMINIC DE SOUSA

GROUP CEO NADEEM HOOD

GROUP C0O GINA O’HARA

PUBLISHING DIRECTOR RAZ ISLAM [email protected] +971 4 375 5483

EDITORIAL DIRECTOR VIJAYA CHERIAN [email protected] +971 4 375 5472 EDITORIAL

GROUP EDITOR STEPHEN [email protected] +971 55 795 8740

DEPUTY EDITOR GAVIN [email protected] +971 4 375 5480

ASSISTANT EDITOR NEHA [email protected] ADVERTISING

COMMERCIAL DIRECTOR MICHAEL [email protected] +971 4 375 5497

SENIOR SALES MANAGER YASIN [email protected] +971 4 375 5496

SENIOR SALES MANAGER NITESH [email protected] +971 4 375 5483

MARKETING

MARKETING MANAGER LISA [email protected] +971 4 375 5498

MARKETING ASSISTANT BARBARA [email protected] +971 4 375 5499 DESIGN

ART DIRECTOR SIMON COBON

CIRCULATION & PRODUCTION

CIRCULATION AND DISTRIBUTION MANAGERROCHELLE ALMEIDA [email protected] +971 4 368 1670 DATABASE AND CIRCULATION MANAGERRAJEESH [email protected] +971 4 440 9147

PRODUCTION MANAGER JAMES P [email protected] +971 4 440 9146 DIGITAL

DIGITAL SERVICES MANAGER TRISTAN TROY MAAGMA

WEB DEVELOPERJOEL AZCUNA PUBLISHED BY

Registered at IMPZPO Box 13700Dubai, UAE Tel: +971 4 440 9100 Fax: +971 4 447 2409 www.cpimediagroup.com

PRINTED BY

Printwell Printing Press LLC

© Copyright 2014 CPIAll rights reserved

While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

Having had limited exposure to the steel industry prior to the writing of this supplement, I confess that I would have been sceptical if I had been told that it could have a major impact on the sustainability of the project.

After all, given the massive amounts of energy expended in manufacturing the material, it’s hard to believe that this could in fact be something that would be considered sustainable.

How wrong I was, as this supplement shows. Not only is the manufacturing process a lot more streamlined than I thought, but the steel industry itself is taking its own steps to ensure that its products are carefully sourced and environmentally friendly.

This is achieved by promoting a culture of recycling, of adopting technology and of preventing problems before they occur, all of which are covered in this supplement.

I hope you learn as much as I did about this fascinating, and at times underappreciated, facet of the construction industry. Happy reading!

THE STELLAR STEELER

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SPONSOR COMMENT HADLEY GROUP BIGPROJECTME.COM

In construction we know cranes on the horizon

are a good indicator of growth. They herald

new building projects, but also point to the

need to develop communities in responsible

and sustainable ways. Central to the sustainability

of buildings is the need to consider each in terms

of its total lifecycle from its foundations to end

of life. It is an attempt to maximise its resource

efficiency, provide cost effectiveness in mainte-

nance, consider dismantling and recycling and

minimise carbon output, including embodied

carbon which is present within all raw materials.

To this end the total lifecycle cost and resource

efficiency of steel is proven. Steel is renewable.

Rolling out a sustainable lifecycle Merv Richards, managing director of Hadley Industries (Middle East) FZE, the Middle East’s largest cold rolled steel manufacturer, explains why the use of steel is both a logical and a sustainable choice for construction projects and how Hadley Group’s experience within the region suggests positive growth in both the application of steel and the construction sector in the short-and-medium term

MERV RICHARDS

Steel’s strength, durability and stability is espe-

cially well suited to construction and especially

relevant to the Middle East in comparison to

timber and concrete alternatives.

Less than 1% of steel ends up as waste com-

pared to 58% of timber and 5% of concrete. Steel

is both 100% recyclable and indefinitely recycla-

ble meaning you can recycle it time after time,

use after use. The steel frame and sections for one

building could ultimately be recycled and used

in as many as you need in the future. Embodied

carbon is also higher within concrete and timber

than in steel and given the recycling credentials

of steel, virtually all of its embodied carbon is

neutralised with future use.

Hadley Group’s structural steel framing solu-

tions are recognised as a logical and sustainable

way to build within the Middle East. Unlike

concrete structures, steel frame buildings are not

reliant on wet trades and in a geography where

access to water can present very challenging

logistical and carbon footprint obstacles.

The use of steel framing enables the weath-

ered envelope to be rapidly completed, reduc-

ing pollution, transportation impacts and on

saving labour costs and movement.

Equally, access to timber is problematic in

the region and, with typically only 13% of timber

recycled from a building’s structural frame com-

pared to 20% of concrete and a rewarding 99% of

steel sections. Overall, timber fails to deliver as ef-

fectively in total lifecycle terms compared to steel.

With Expo 2020 centred on Dubai, the Middle

East is once more a focal point with cumulative

growth in the construction industry in Middle

East and North Africa set to reach 80% over the

next decade surpassing global industry growth

DURABLE STRENGTHSteel's durability, strength and stability is well suited

to construction in the Middle East.

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SPONSOR COMMENT HADLEY GROUP

at 67%. In addition, both infrastructure and con-

struction projects in Qatar will be boosted by the

hosting of the 2022 FIFA World Cup.

Our Estidama accreditation and the adoption

of Hadley cold rolled steel sections for use in the

Masdar City project in Abu Dhabi is a further

indication that steel and sustainability share a

common voice.

As the world’s first carbon neutral, zero-waste

city, Masdar City’s renewable buildings will estab-

lish principles that can be adopted by the world.

Hadley Group’s significant contribution

to Masdar City is in the use of our patented,

Queen’s Award winning, UltraSTEEL® process

for steel construction sections. UltraSTEEL is

a cold rolled pre-forming process that locally

work hardens the base metal, making it stronger.

Because the process is applied to the standard

base metal and in-line in the cold rolled forming

process, it is does not increase manufacturing

cost and is ideal for high volumes.

The simplicity and flexibility of the UltraS-

TEEL process make it suitable for an incredibly

wide range of applications, from construction

profiles, through to automotive and high toler-

ance bespoke components. The UltraSTEEL

products approved and supplied for Masdar City

include: Cable management steel profiles (cable

tray and cable trunking); ceiling furring sections

and UltraGRID profiles; dry wall framing profiles

(studs and tracks); Hi Strut support channels

and UltraSTRUT support channels, plus Hadley

Steel Framing.

This process alters the characteristics of

the raw material thus imparting a uniformed

strengthening across the metal which substan-

tially increases the load bearing capacity.

As such products manufactured using the

UltraSTEEL process will use less metal, which of

course reduces the impact the business has on

the environment. It also results in products that

are lighter so higher volumes can be shipped

on each load, thus lowering transport related

pollution.

Over 1 billion metres of UltraSTEEL product

are manufactured globally each year by Hadley

Group and its licensees for use in various con-

struction projects.

Merv Richards is managing director of Hadley

Industries (Middle East) FZE

“LESS THAN 1% OF STEEL ENDS UP AS WASTE COMPARED TO 58% OF TIMBER AND 5% OF CONCRETE. STEEL IS BOTH 100% RECYCLABLE AND INDEFINITELY RECYCLABLE"

UltraSTEEL is also an example of how steel

can be refined and developed as a raw material.

We have a dedicated technology centre aimed

solely at innovating new cold rolled form prod-

ucts that further reduce raw material use.

For instance, co-operation between Hadley

Group and one of the largest manufacturers of

cement roof tiles in South East Asia has resulted

in a range of innovative, ready-made steel roof-

ing products aimed at the dynamic Thai build-

ing market. The susceptibility of timber to fire in

South East Asia is a concern and our steel roof

truss range offers exceptional strength to weight

ratios and is pre-engineered for rapid installa-

tion and value for money.

Hadley Steel Framing in Dubai has complet-

ed a series of construction projects across the

Middle East using the lightweight steel framing

process. Hadley UltraSTEEL dry walling sections

have been specified on a number of prestige

projects in the Middle East including New York

University and Mafraq Hospital.

The award of Expo 2020 has given the region

fresh impetus and we are already experiencing a

confidence that has been lacking during the past

5 years with many projects already announced

and many more in the pipeline. Hadley Indus-

tries (Middle East) FZE looks forward to working

with our key partners in maximizing the tremen-

dous opportunities that lie ahead. n

FRESH IMPETUSThe award of Expo 2020 has given the construction industry a boost, Merv Richards says.

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Big Project ME speaks to Al Ghurair Iron & Steel’s Abu Bucker Husain, a grounded CEO with high-f lying plans for steel manufacturing in the UAE

THE STELLARSTEELER

Numerous steel and metal dealers dot the

Industrial City of Abu Dhabi (ICAD)’s

premises. Prominently located in one of

its many zones is the humble – yet striking

– warehouse where some of the region’s best

qualities of galvanised steel are rendered. The

massive blue-painted production facility belongs

to Al Ghurair Iron & Steel (AGIS), a steel cold-

rolling and galvanising specialist in the country.

At the crux of AGIS – through its early days of

filing paperwork for permits, to the rigmarole of

financial blockages during the market crash, and

the much-needed leaps the firm has taken since –

is the company’s grounded chief executive officer,

Abu Bucker Husain.

In his cozy office that silently flaunts his many

academic and entrepreneurial achievements,

Husain has grand, but realistic and achievable

plans for the firm he has built and weathered

through a storm.

“Nothing compares to that period,” he recalls,

“It doesn’t matter which industry you look at; steel,

construction, commodities – every company was

part of the hyperinflationary phase that 2007 was.

What you see today is the real market demand.”

“2007 was mostly built on speculation – we’re

happy with what we’re doing today and that’s why

we’re going for the expansion. There is obviously

sufficient demand in the market and capacities

are available too. However, numerically, it isn’t the

same as 2007,” he states.

Initially a family business, AGIS now operates

as ‘a professionally-managed entity’ – crucially

however, is that AGIS remains one of the few,

young survivors of the market crash in 2009, which

occurred in the same year as its commencement of

commercial production.

With a current capacity of 200,000 tons per

annum, Husain now has his eyes set on developing

a line expansion for AGIS. Presently in its

manufacturing stage, it is due to be completed by

next year.

“Nippon Steel & Sumitomo Metal Corporation

(NSSMC), one of the world’s largest steel

producers – the best in terms of quality – owns 20%

of our operations, and the rest is controlled by Al

Ghurair Group,” Husain proudly reveals about his

company, asserting that AGIS is by no means a

negligible member in the country’s steel sector.

Nevertheless, Husain is realistic about the role

of AGIS in the backdrop of the larger UAE market

– notably, he understands that his is one of the few

companies in the UAE that actively deals with steel

in industrial capacities.

A student of economics, Husain quickly

comprehends the dynamics of a ticking

commercial city like Dubai and its capability – or

perceived lack of – to produce industrial capacities.

“The promotion of any industry is not a standalone

activity,” he says. “It requires relevant and

SURVIVAL PLANAGIS is one of the few

young survivors of the market crash in 2009.

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“WE HAVE TO BE VERY CAUTIOUS WHEN CHOOSING A VENDOR OR A CONTRACTOR. WE DON’T WANT ‘THE BEST IN THE MARKET’, WE WANT THE BEST THAT WORKS FOR US”

appropriate government policies that can facilitate

the right business environment and adequate local

market demand-capacity levels.”

“The UAE is often viewed as a ‘western country

in the Middle East’, and that has increased the

influx of international players into the local market.

This has begun to alter the business models in

the region, which were typically family-owned

local companies and had the comfort level of

functioning in their own country – to multi-

nationals like NSSMC coming into the region.”

Husain’s reading of the UAE market and its

industrial potential borrows greatly from what is

often viewed as a regional limitation in this part of

the world. With narrow steel production capacities

in the GCC, the UAE has ample scope to graduate

into a leading steel manufacturer for the region –

an opportunity Husain is eagerly anticipating.

“The region itself is a net importer of steel. The

UAE, especially Dubai, has always been a trading

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not only work towards delivering high-quality and

appropriately-priced products and services from

AGIS – he also demands the same.

“Quality depends on the purpose of the

product,” Husain says. “Our raw materials are

sourced from Nippon, Bluescope in Australia

and Hadeed (as our local producer). But because

we base our production on customer needs, we

buy the raw material at commercial grades – not

automotive or white-goods grade– and in relevant,

minimum-required quantities.

“We do have customers who say our services

are overpriced, but we don’t target them. The $20-

$30 premium on our products over the next best

in the market is because our customers value the

quality of products and services we offer them –

they understand that our standards reflect in their

operations,” he adds proudly.

Husain is, in all likelihood, one of the rare

breed who are inherently – without too many

consultants and calculations – watchful of their

company’s spending. In a buoyant market

expecting signficant activity from the Expo 2020,

Husain intends to – and can be safely assumed to,

with success – sustain his tried-and-tested modus

operandi of achieving realistic targets through

affordable budgets.

“My vision for AGIS is to get the second

production line completed by 2015. To produce

at full capacity from both lines is a definite aim.

Production to us doesn’t mean the stocking of

what we’re churning out. We produce against

specific orders, so we have to sell first and then

produce the materials. We’ll be busy with these

operations for the next few years, and may look

into a vertical or backward integration thereon,” he

says, confident about what lies ahead.

hub, and is most preferred by soft industries

such as tourism, banking, finance and insurance.

International players operating – or looking to

invest – in the UAE realise that capacities here are

short and cannot satisfy local demand (which

has further been boosted by the Expo win in

Dubai, Qatar FIFA 2022 World Cup and other

infrastructural developments in countries like

KSA). There is definitely scope to develop the

country and the region into an industrial hub.”

A refreshing aspect of Husain’s business style is

his concise approach to cost concerns. A sprawling

production plant, with another underway, has not

swayed Husain’s take on value-for-money, as he

explains to Big Project ME.

“Steel production is a dirty industry,” he claims.

“It isn’t confined to an office environment – most

of our operations involve labourers operating

machines. Some amount of hard technology is

definitely required at every stage; however, I can’t

say processes revolving around steel production

or fabrication have changed much in, say, almost

100 years.”

Unsurprisingly – and keeping with Husain’s

personality – AGIS’ method of cost analyses and

computation is characteristically simple, and

marketing budgets are restricted to the least

required amounts. “Cost management is a very

company-specific concept – we always try to

ensure that we get two dollars if we’re spending

one. That is why we don’t mass advertise – our

clients already know us, and if there’s a particular

target market we have in mind, we approach them

directly,” he explains .

“We have to be very cautious when choosing a

vendor or a contractor. We don’t want ‘the best in

the market’, we want the best that works for us.”

His honest approach to cost-management

might well be a reflection of his experiences at

AGIS – as a firsthand witness to the 2009 crisis,

Husain is wary of overspending where not needed.

“For us, the initial part of 2006-2007 was a piece

of cake, mostly because banks were chasing us

to borrow and spend. It changed after the crisis

– it was very difficult, especially with our major

banking partner having insisted that they be the

sole source of working capital.

“It was a difficult time since we had to keep

juggling various financial decisions and factors.

We managed our stock and procedures in a way

to ensure we didn’t incur losses. Our policy was

to maintain the bare minimum stock required for

operations, which was contrary to what the market

was following at the time through their speculation

and inventory-reliant approach. Broadly speaking,

we always knew and prepared ourselves for the

worst case scenario, and hoped for the best.”

A natural extension of Husain’s cost-conscious

approach is the emphasis he places on the quality

of operations at AGIS. Significantly, Husain does

“EVERY COMPANY WAS PART OF THE HYPERINFLATIONARY PHASE THAT 2007 WAS. WHAT YOU SEE TODAY IS THE REAL DEMAND IN THE MARKET”

MADE TO ORDERAGIS tailors production

against specific orders from customers.

04-06_Profile.indd 6 4/2/14 3:43 PM

www.kersten.aeStreet F7, Al Hamra Free ZoneP.O. Box 86416Ras Al Khaimah, United Arab Emirates

T +971 (0)72437174 F +971 (0)72432524E [email protected]

Steel, Stainless Steel and Aluminium

Heavy beamsup to 1000mmHollow sectionup to 500mm

The European standard produced in the Middle-East

PROFILE BENDING

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Big Project ME visits newly f lown-in bending specialists, Kersten Middle East, at their production plant in Ras Al Khaimah

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NEW MARKETKersten Middle East

aims to take advantage of a lack of competition

in the UAE market for its services.

To the naked eye, construction is a fairly

simple process – hand over the materials

needed for building a structure to a given

number of people who can best use

these products, and you’re most likely to end

up with a minimally inhabitable building.

Set in Ras Al Khaimah’s industrial zone,

however, Kersten Middle East provides valuable

insights into the intricate specialities that

construction operations have branched out as.

With an elaborate portfolio of European projects

and clientele, steel-bending specialist Kersten

Europe recently moved to the UAE to expand

its impressive Middle East project repertoire.

“We started operations in 1961, and the group

of companies is owned by the two brothers

Ron Puyn and Marc Puyn,” says Mike Minten,

general manager for the company’s Middle

East wing. “Kersten Middle East is the first

fully dedicated company in the GCC region for

bending of section and tubes in steel, stainless

steel and aluminium. A range of highly advanced

European bending machines were installed

in October 2013 at our brand new production

facility in Ras Al Khaimah’s Al Hamra Freezone.”

Kersten Group currently has 170 employees

across its production locations in The

Netherlands, Germany, Poland and the UAE.

“All of them (production plants) are equipped

to undertake different functions, and have

relevant specialised equipment for different

types of bending,” Minten proudly explains.

“In The Netherlands and Poland, we

can undertake plate, profile and aluminum

bending in addition to some added value

services like complex robotic 3D cutting,

qualified welding and surface treatments.

“The Germany operations are fully focused

on aluminum bending, with additional services

such as complex cutting, heat- and surface

treatment and machining of aluminum extrusion

parts offered,” Minten adds, before revealing

Kersten’s capacities from its UAE branch.

“Our machines in Ras Al Khaimah are cold

bending machines, which enable the bending

of small to large profiles such as tubes 60.3mm

to 508.0mm, square or rectangular sections up

to 500mm and beams 100mm to 1,000mm.”

Relatively new as it might be in the UAE

market, Minten insists Kersten Middle East

is in a good position to accept and adapt

to projects in the region, stating Kirsten’s

involvement in some of the GCC’s largest

developments as a measure of its potential.

“Kersten Europe has undertaken operations in

UAE before,” he stresses. “Since 2006, we have had



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a sales office in Jebel Ali Freezone. In the past, we

have delivered bent pieces for landmarks in the

GCC region, such as large profiles for the front

façades of Burj Al Arab, 273 mm bent tubes for the

Ferrari theme park in Abu Dhabi, and over 3,500

pieces of 273 x 2/5/10mm stainless steel tubes for

the building maintenance unit of the Burj Khalifa.

“These tubes were delivered as complete

ready to build in parts, cut to size, (with) a

weld in connectors and brackets for mounting

on the building. Even the complete polish

finishing of the tubes was part of the scope,”

continues Minten. Kersten has previously

worked on projects in the Middle East through its

production lines in The Netherlands, he adds.

He is, therefore understandably, watching all

sectors in the industry with keen interest.

“UAE’s construction is very adventurous

with its architecture and design. The Aldar

Headquarters Building in Abu Dhabi, popularly

known as the Coin Building, is an example

of how the country’s architecture is different

from what is typically found in Europe or

elsewhere. It is an exciting place for us to be in.”

Minten further elaborates on his plan for

Kersten Middle East: “We’re also looking for

projects in industrial sectors such as oil & gas,

storage tanks, pressure vessels, infrastructure

and landscaping jobs. We’re quoting for

several projects, and our portfolio will be a

combination of projects – we’re looking at

the complete market – not any one sector.

“The idea is – if someone needs a bent

piece of steel, stainless steel or aluminum,

they come to Kersten Middle East.”

Clearly, Minten is prepared to face the

challenging – yet rewarding – GCC markets

all guns blazing. His confidence to succeed

in the market arises largely from the quality

backing Kersten’s services have from the

company’s experiences in Europe.

“Our strategy (for the Middle East) is to

produce high quality products,” says Minten.

“Of course, the price levels are different

than what are found in Europe. Labour is

cheaper here, but the machines needed

for steel bending are still very advanced,

as are the tools and equipment required

for the activity. Bending knowhow and

experience is of great value in this region.

“The value of the materials we are given

to work with is usually much higher than

our services, so it is our responsibility to

ensure we keep up productivity and the

quality of our services,” Minten states.

He also stresses on the importance of

specialised bending units and operations in

the larger picture of structural construction.

“Bending is a substantial part of the total

scope and an important one too, especially when

you look at the architectural requirements and

the visibility of the bent parts in construction.

“Architects want to see smooth, nice

curved shapes, without any deformations,

damages or deflections,” Minten explains.

If Minten is to be believed, though, the journey

into the region was a long overdue one – Kersten

Europe’s earliest plans to enter the GCC emerged

shortly after completing projects in Kuwait, Qatar

and Saudi Arabia. However, these plans were

put on hold following the GCC market collapse.

FUTURE PLANNINGMike Minten says he

aims to target projects in the industrial, infra-

structure and construc-tion sectors.

“THE IDEA IS – IF SOMEONE NEEDS A BENT PIECE OF STEEL, STAINLESS STEEL OR ALUMINUM, THEY COME TO KERSTEN MIDDLE EAST”

Critical to Kersten’s aims in the region is the

company’s idea of service differentiation in the

market, and Minten is intent on ensuring the

group’s skillset is viewed and appropriated in

the industry as the highly precise function it is.

“Companies here in the Middle East mostly

handle fabrication, and few of them (even) have

bending machines within their facilities. But

the specialised technical knowhow, experience,

tools and equipment we’ve gathered in 53 years

is what we can offer to the market,” he states.

Buoyed by the construction activity of

late, Minten knows there will be plenty of

opportunities for Kersten to optimise its

resources and gather accolades in the market.


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services, and Minten realises the challenge

he is taking on as he works to make Kersten

an integral part of this competitive market.

“Besides a slight initial hesitation

as is with all new entities, I’m very

happy with the jobs and samples we’ve

churned out here so far,” he explains.

“Kersten’s facility in UAE includes

trainers who started it up nearly 15 years

ago from Europe – they’re now here

with their experience and training skills,

ensuring high quality is sustained here.

“There are the usual hurdles of doing

business, such as the high time consumption

legal processes and paperwork often take,

but that is something we have learnt to

accommodate and work our way around,” he

concludes, bullishly confident of the future.

equipment and staff from Europe. We began our

regional operations and were up-and-running

in the Middle East by late last year, and are now

looking to work with our existing clients while

finding new ones in the market,” Minten explains.

Nevertheless, Kersten’s establishment in the

Middle East has come at a fortuitous time, Minten

believes, with the Expo 2020 win granting the

company more opportunities in the market.

“We’ve obviously come at a good time

since the Expo win has boosted activity in

the country. However, we always had the

intention to move here, and the win is only

an added benefit for us,” Minten states.

Kersten Middle East is possibly the youngest

player in the UAE’s steel industry at the moment.

Typical steel players in the country – local and

international – provide an array of steel-driven

“We tried to enter the market in 2007,

but decided to wait after the crisis of 2008-

2009 hit the region,” reveals Minten.

“We were hoping the market would

develop and economy would grow;

unsurprisingly, it did recover.

“In 2011, we started negotiations with

one of our clients, Kelly Steel Engineering, a

fabrication company operating in the GCC

that focuses on complex constructions. With

them, we worked on ‘The Magic Carpet’ project

for the Bayt Abdullah Hospital in Kuwait,”

Minten continues, explaining how Kersten’s

inroads into the GCC were finally created.

“The project was the go-ahead for starting up

a joint venture between both companies.

“Currently, both companies hold 50% shares

in the company – Kersten provides knowhow,

“COMPANIES HERE IN THE MIDDLE EAST MOSTLY HANDLE FABRICATION, AND FEW OF THEM (EVEN) HAVE BENDING MACHINES WITHIN THEIR FACILITIES. BUT THE SPECIALISED TECHNICAL KNOWHOW, EXPERIENCE, TOOLS AND EQUIPMENT WE’VE GATHERED IN 53 YEARS IS WHAT WE CAN OFFER TO THE MARKET”

OVERCOMING HURDLESWhile Kersten Middle East faces any hurdles

faced by a new business, Minten says he’s opti-

mistic about its success.


36 - 41 Proj Management.indd 36 10/2/13 9:56 AMUntitled-8 1 4/3/14 3:38 PM


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STRUCTURAL DESIGN BIGPROJECTME.COM

As the market for technology integration expands in the UAE, Big Project ME examines the scope for BIM in the steel industry

BIM STEPS UP

When the Dubai Municipality

announcement mandating BIM on all

special projects was made in November

2013, the question that followed it was

an expected one – could the software one day

be made compulsory for projects in the private

sector, and encourage small and medium-

sized construction firms to adopt it too?

Taking deliberate and methodical steps

from hereon in would be understandable as, for

a considerable part of the UAE’s construction

industry, BIM remains a purchase of luxury

– optional and costly. While acclaimed for

facilitating and easing in multi-disciplinary

activities during the project process, BIM has

yet to fully penetrate the more intricate sectors

of the industry, most notably non-users who

claim the software’s high price and considerable

know-how requirements could be more trouble

than its worth.

Stakeholders and beneficiaries of Building

Information Model – BIM, as it has come

to be identified as over the years – include

development owners, project managers, multi-

disciplinary engineers, architects, contractors,

sustainability consultants and the like.

The most notable of the lot, however, are

those in the supply chain; fabricators, in their

crucial role as material manufacturers and

providers, are greatly impacted by the detailed

insights BIM allows for – more so than the

contemporary market would have one believe.

The conceptual origins of BIM are debated,

making it fairly uncertain as to what its original

intended application was. Some sections

“BIM CAN NOT ONLY MAKE FOR BETTER-PERFORMING ASSETS, BUT ALSO BETTER-PERFORMING PROJECTS. THERE IS MORE THAN JUST ‘BUILDING’ TO BIM”

of the industry also claim a widespread

misunderstanding of the complete benefits

offered by the software. According to the website

of National BIM Standard – United States,

a project committee of the buildingSMART

alliance, ‘early definitions which assert that BIM

is simply a 3D model of a facility are far from the

truth and do not adequately communicate the

potential of digital, object-based, interoperable

building information modelling processes and

tools and modern communications methods’.

Clearly, then, there must be aspects to

the program that the industry has failed

to capture. Greg Bentley, CEO of Bentley

Systems, discussed this in detail during an

exclusive interview with Big Project ME.

“The traditional aim of BIM has been to

reduce project risk and accelerate project

benefit for owners,” explains Bentley.

Claiming a redefinition of the very

terminology, he continues: “BIM can not

only make for better-performing assets,

but also better-performing projects. There

is more than just ‘building’ to BIM.”

“Additionally, the information moving

through the project lifecycle can be advanced

from what it was during the software’s

initial conception – traditional information

modelling can evolve to provide more than

just 3D designs and visualisations.

“The Middle East has the potential for a

higher level of information modelling, which

can provide a greater depth of intelligence

and stimulation in terms of asset behaviour,

asset performance and so on,” Bentley adds.

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STRUCTURAL DESIGN



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Bentley’s remarks highlight how the software

has the ability to transcend its known parameters

and extend its scope to the construction

industry in unprecedented ways. Thus, the

first step to enhancing BIM lies in gaining a

rounded understanding of its potential.

Paul Wallett, area business director for Tekla

Middle East firmly believes this is yet to happen.

“BIM is a generic software,” says Wallett.

“There is a market misconception about

BIM, in that most companies view it from

an eagle’s eye point of view, almost.”

“Holistically, BIM includes several advanced

elements and programmes for various

construction parties, such as designers, architects,

MEP and so on. The large domain that it is can

be broken down into numerous specialised

applications that provide in-depth, non-generic

solutions for each party in the project,” he adds.

To further probe the scope for BIM – in its

current capacities and potentially advanced

versions – in the steel industry, Big Project ME reached out to Djordje Grujic, design

manager for City Diamond Contracting,

and a self-confessed BIM enthusiast. With

over 15 years of experience in BIM handling,

Grujic has an insider’s perspective on how

BIM can enhance steel fabrication.

AUTODESK TO LAUNCH SPECIALISED STEEL SOFTWARE IN 2015In October 2013 Autodesk announced that it had acquired technologies from Graitec, a structural engineering design solutions group from France.

Recently, Autodesk announced the launch of the first product developed through this acquisition, called ‘Autodesk Advance Steel 2015’. The software is expected to benefit structural steel detailers, fabricators, engineers and contractors with 3D modeling tools that support BIM processes.

“The introduction of Advance Steel 2015,” revealed Joy Stark, Senior Industry Marketing Manager, Autodesk, “which will be available for purchase soon, is an example of Autodesk’s commitment to support the AEC industry with technology that provides end-to-end BIM workflows for building projects.”

Advance Steel, it is understood, will automatically generate shop and general arrangement drawings, create bills of materials and produce CNC files directly from designs, leading to quicker fabrication activities. Interoperability between other products from Autodesk, such as Autodesk Revit and Autodesk Navisworks, besides other BIM software products, is expected to further the software’s effectiveness during design and construction stages.

Other features of Advance Steel include model view enhancements, flexible main settings’ management and improved documentation processes.

EFFECTIVE IMPLEMENTATIONBIM ensures that draw-ings are implemented ac-cording to the structural steel design.

BIM FOR STEEL ARCHITECTS

“There has always been a small communication gap between architects and engineers which is now getting smaller thanks to BIM,” says Nabil Sherif, founder of Dubai-based NGS Architects.

“BIM ensures drawings are implemented efficiently after giving the engineers a detailed explanation about the structural steel’s design. This ultimately allows the architect to communicate his design idea across to the engineer in all ways possible. Architecture has evolved from the past in to more dense shape grammars, and these are best designed through a system that can produce different outcomes to be compared in a very small time frame – BIM caters to this need.”

“BIM’s most obvious advantage is during the

design stage,” he says. “If the steel components

are being designed and fabricated by two

separate companies, the drawings can be sent

over to fabricators for clarity in their operations.

“The steel layer in the model can be coupled

with various other corresponding layers,

such as architectural, MEP and so on – this

coordination facilitates a concise review of



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STRUCTURAL DESIGN

BIM FOR SUSTAINABILITYUnarguably, there are two aspects to sustainability in the modern construction industry – while processes have to be environment-friendly, they must also allow for greater economic sustenance.

In that regard, BIM is becoming widely popular for the recyclability calculations it facilitates through third-party programmes, which are increasingly relevant for the steel industry. “BIM allows the integration of third-party programmes, which often specialise in material analyses, energy modeling, LEED calculations and so on,” says William Bsaibes, green initiative manager at Amana Buildings (UAE). Furthermore, Djordje Grujic, design manager at City Diamond Contracting and a long-term BIM user points out the high recyclability of steel, making it essential that BIM be applied to fully optimise the material. “Steel is one of the most recyclable construction materials today, and BIM allows for not only accurate recyclable values of the material, but also provides accurate estimates of material requirements in the project to ensure minimal wastage.”

the structure, the exact materials needed,

error detection and correcting them before

fabrication or construction have even begun.

“Companies who undertake both, design

and fabrication, can link the designing software

directly to the fabricating machines, which

ensures a higher automated integration

in the entire process,” Grujic explains.

Automation, Wallett claims, provides

more than just high speed. “When we talk of

‘automation’, it is not an easier or faster way

to generate a 2D fabrication drawings, but the

ability to handle revisions changes, automate

the administrative tasks such as materials

and parts listing, integrate to the shop floor

machinery and manage the production lifecycle

through to execution on site,” he says.

Given its diverse advantages, one is

compelled to wonder why BIM has not

been accepted in a region as ambitious

with its construction as the UAE.

This is even more surprising given

the release a Dubai Municipality

mandate on the use of BIM across special

construction projects in the emirate.

Despite prominent government backing

for the technology, does the steel sector

not want to experiment with BIM? Or is it

convinced that there are little to no benefits

BIM can add to their operations?

Both sides of the debate are equally potent

– steel fabrication, although an extremely

detailed part of the larger steel industry and

even broader construction market, involves a

multitude of activities that are often exclusive to

the companies undertaking them. One instance

of this setup is Kersten Middle East, the local

subsidiary of a European firm that exclusively

handles steel bending. Could the elaborate steel

fabricating setup, therefore, possibly be justified

in its argument for the lack of a real need for BIM?

“When overseeing the design and

build operations for an architectural firm

earlier in this city,” Djordje recollects.

“I had exchanged our architectural BIM

drawings with the steel fabricators we were

working with at the time. This went a long

way in removing any glitches that could have

affected collaboration at a later stage.

“However, I agree that smaller companies

don’t necessarily require BIM if they are

subcontracting their operations. It would

be illogical for a bar-bender to invest in the

software and user-training, especially in a fluid

employee market where the BIM operator

could leave for a better job,” Djordje agrees.

Another aspect in the debate against BIM’s

utility is that limited budgets frequently take

the blame for a lack of substantial investment

in BIM. PS Manoj, managing director of ISCON,

a local steel engineering and fabricator, is

of many who believe that larger budgets are

OUTSOURCED BIMThe widespread presence of small-sized steel dealers has led to an increasingly popular trend in the local BIM market – specialised BIM experts have begun to setup independent design agencies, wherein they undertake solely BIM processes and activities.

“Many companies – specialised detailers – have sprung up in the region of late,” says Amr Atef, general sales manager for Kirby Building Systems – UAE. “It ensures that companies on a restricted budget do not have to incur the costs of finding an operator, buying software licenses and so on – the detailers can mostly be trusted to do a good job.”

“THERE HAS ALWAYS BEEN A SMALL COMMUNICATION GAP BETWEEN ARCHITECTS AND ENGINEERS WHICH IS NOW GETTING SMALLER THANKS TO BIM”

AUTOMATED INTEGRATIONCompanies can link both the design and fabrica-tion processes.



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required to accommodate for BIM purchases.

“Small companies cannot afford to buy the

required technology and hire relevant experts

to operate it,” he says. “For instance, one of our

international clients has an extensive research

and design department which creates all their

designs and collaborates with us based on those.

“Our company has an annual turnover

of $8.1 million - $10.8 million, but the cost

of the software could be as high as $13.9

million,” Manoj unhesitatingly calculates.

“Unless an independent body for the steel

industry – akin to the Emirates Green Building

Council for sustainability – is set up, or we have

some windfall gains, I don’t see us investing in

these technologies. I can’t predict BIM will get

any cheaper, but I certainly hope it does,” he adds.

Cost concerns are conceivably the leading

reason for the limited reach BIM has established

in the local steel market, and as the man behind

Tekla’s regional operations, Wallett is well-versed

with this situation. He further expands on the

need for BIM in the steel industry. “We have

consistently encountered questions regarding

the need for technology in steel,” he says.

“The initial cost of using the technology

may be termed as slightly high – however,

it is a long-term cost that can be written off

through the value it adds to the projects.”

BIM, adds Wallett, can offer more advantages

to the multiple disciplines that actively handle

steel, provided companies pick the right

software – or a combination of programme

elements – after due consideration is given to

their needs and what they want to achieve.

“The software being used differs based on

the kind and size of operations undertaken

by the company – if the company only works

according to simple repetitive designs and

construction methods, then the need for

a specialised tool is reduced as compared

to when handling diverse operations that

require system integration and automation

of an increased capacity,” he elucidates.

“Most companies view the ‘value’ of their

cost in a large machine that they can place

in their plant – essentially, the tangibility of a

product is what they are looking at. They need

to be reminded and educated that the real value

of a product or expense extends beyond the

tangibility of a product they spend on,” he adds.

The need – and applicability – for BIM in

the steel sector is a vastly multifaceted aspect

the local market continues to grapple with. The

seemingly-inexhaustible debate on whether

or not steel dealers need BIM can, indeed, be

resolved following a systematic strategy by both

BIM manufacturers and potential BIM users.

While manufacturers cannot ignore the

limitations of the highly specialised steel industry,

the time has come to agree to think innovatively.

“It is basic human instinct to resist

change,” says Gruijic. “But BIM is less

scary to use than people think.”

BIM FOR STANDARDISATION Following the release of a document in November 2013 by the Dubai Municipality, BIM tools have become mandatory for application on architectural and MEP operations in government projects and special structures.

“This mandate will force contractors to utilise BIM tools, who so far have not been using such packages,” says Nadia Wallett, business development manager at AceCad Software Middle East.

“Furthermore, there is a current drive in the region to review and move away from contracts that are based on FIDIC. Governments are currently working with independent organisations in the UAE and Qatar, in particular, to find ways of encouraging collaborative associations in construction projects,” she adds.

Nadia’s perspective makes a case for BIM expansion into the critical sub-contractors sector in the UAE, which, industry sources claim, is yet to fully embrace 3D BIM. At a time when the global industry is toying with a potential 6D BIM model, the traditional, 2D-compliant sub-contractor market – laggards, as a marketing expert might tag them – could jeopardise construction projects in the event of unambiguous drawing models, unclear liability-sharing and other such similar hurdles.

COST CONCERNS

Smaller compa-nies are wary of

investing in BIM due to the high

initial costs.

BIM FOR MEGAPROJECTSCEO of China State Construction Engineering Corporation Middle East (CSCECME), Yu Tao explains how BIM technology aided operations on the Midfield Terminal project.

“In the UAE, every part of the construction process – such as design, approvals, tendering and so on – requires detailed planning and no part of the construction process can afford to slip. This is especially important in steel construction as the design and construction of steel structures are very complicated activities.

In our ongoing structural steel roof project for the new Abu Dhabi Airport Midfield Terminal Building (MTB) which involves 9000 metric tonnes of structural steel, a roof span of 180m, height of 50m and a profile of arches in three dimensions (3D), Tekla and Bentley were used to produce more than 10,000 drawings, without which it would be impossible to get timely approvals of the relevant authorities.

Additionally, BIM was used in the creation of a prototype that allowed us to check for accuracy and consistency pre-installation.”


For more information about how we can add value to your project, please contact: Gerry McFadden (Middle East BIM Lead) [email protected]

http://www.wspgroup.com/en/wsp-group-bim/BIM-home-wsp/

a brIef MethodologyGetting to grips with BIM has been a big job. We have reviewed all available data, and our methodology has combined both qualitative and quantitative research.

Our extensive qualitative research involved reading BIM-related news, blogs, lectures, reports and forums, and conducting detailed interviews with WSP’s own experts.

We undertook a meta-analysis of academic and technical journal articles, from which we extracted the major themes and drew a conceptual map of the discussion landscape, which covered both qualitative and quantitative terrain. Then we gathered 600,000 media articles relevant to the architecture, engineering and construction industries, and analysed them to reveal the issues that receive the greatest media coverage. The word clouds that appear throughout this report were derived from this material. The estimates in the report of the size of the construction industries of different countries were compiled from a variety of sources and are for illustrative purposes only.

WSP 10 truths about BIM

truth

taKIng desIgn to the next levelstar desIgners use the tools

TAKING DESIGN TO THE NEXT LEVELSTAR DESIGNERS USE THE TOOLS

truth

the colour of bIM Is greenbIM WIll use less, Waste less and pollute less

truth

5WaItIng for the tIppIng poIntgovernMents Must actIvely partIcIpate

truth

7a tale of tWo handshaKessoftWare and professIonals Must WorK together

truth9the dIgItal landscape taKes shapethe softWare platforM Is at a crossroads

truth

don’t forget the ‘I’bIM Is More than pretty pIctures

truth4brIngIng In a trojan horsebIM WIll destabIlIse the constructIon Industry

truth6no More lone runnerscoMpanIes Must WorK as one

truth8the oWnershIp spaghettIWe WIll need neW contracts

truth

the dna of future constructIonbIM WIll becoMe the platforM for the Whole Industry

DON’T FORGET THE ‘I’

BRINGING IN A TROJAN HORSE

NO MORE LONE RUNNERS

THE OWNERSHIP SPAGHETTI

THE DNA OF FUTURE CONSTRUCTION

THE COLOUR OF BIM IS GREEN BIM WILL USE LESS, WASTE LESS AND POLLUTE LESS

GOVERNMENTS MUST ACTIVELY PARTICIPATE

SOFTWARE AND PROFESSIONALS MUST WORK TOGETHER

THE SOFTWARE PLATFORM IS AT A CROSSROADS

BIM IS MORE THAN PRETTY PICTURES

BIM WILL DESTABILISE THE CONSTRUCTION INDUSTRY

COMPANIES MUST WORK AS ONE

WE WILL NEED NEW CONTRACTS

WAITING FOR THE TIPPING POINT

A TALE OF TWO HANDSHAKES

THE DIGITAL LANDSCAPE TAKES SHAPE

For more information about how we can add value to your project, please contact: Gerry McFadden (Middle East BIM Lead) [email protected]

BIM WILL BECOME THE PLATFORM FOR THE WHOLE INDUSTRY

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ADVERTORIAL CONARES BIGPROJECTME.COM

the environmental performance of steel products

to designers, specifiers and clients. The envi-

ronmental criteria were developed by a group

of industry experts, and cover the entire supply

chain from the production of the steel through its

processing to the delivery of the finished product

to the construction site.

“The implications of this changing approach

to decision-making in construction procure-

ment are that the supply chain must be able to

clearly demonstrate it is managing these issues to

improve sustainability performance. The CARES

SCS scheme is formally set up to do this through its

scope, objectives, principles and the way it oper-

ates.” Mr. Bhatia adds.

“Focusing on sustainable infrastructure devel-

opment, we introduced Continuously Galvanized

Reinforcement, a first-of-its-kind sustainable

approach in the Middle East region towards the

infrastructure development,” Bhatia concluded. n

Buildings and infrastructure are responsible

for almost half of the carbon emissions in

the Middle East region. The efforts towards

developing buildings that are zero carbon in

operation are a huge challenge to the construction

industry at present. It’s highly important for the

construction steel sector, which plays a key role in

the infra-development, to adopt sufficient steps to

overcome this challenge.

Conares is the leading provider of downstream

steel products in the Gulf market and beyond,

adopts measures to focus on reducing the impact

on the environment, with its energy-efficient and

environment-friendly steel mills.

The Rebar Mill Division of Conares has recently

received Sustainable Constructional Steel Certifi-

cation by the UK Certification Authority for Rein-

forcing Steels (CARES) for operating in accordance

with the CARES product certification scheme, and

operating a documented environmental manage-

ment system that satisfies the requirements of ISO

14001. The Sustainable Reinforcing Steel Certifica-

tion scheme provides Conares an independent

certification of the environmental performance of

steel products.

Now constructional steel products made by

Conares are fully traceable, from production to

delivery. This will also allow Conares rebar to be

easily compliant to ESTIDAMA, BREEM, LEED

requirements.

Conares, operational in two major segments of

the steel industry, is the only private sector steel

manufacturer in the UAE.

“We are happy to receive the Sustainable Rein-

forcing Steel Certification by UK CARES. This is a

testimony on our commitment to adapt sustain-

able standards in manufacturing downstream

steel products that facilitate the region’s infra-

development sector, eventually contributing to the

economy and supporting the measures to reduce

eco-footprint.”

“Using products from CARES SCS approved

Conares focuses on sustainable measures in steel manufacturingBharat Bhatia, CEO of Conares, a major steel manufacturer based in the UAE, says that steel manufacturers can contribute towards promoting sustainability in the GCC region

BHARAT BHATIA

firms enables the industry to demonstrate the

responsible sourcing of construction products

and its commitment to sustainable development.

Reinforcing steel products produced by CARES-

approved firms are fully traceable and uniquely

identifiable, allowing a chain of custody through-

out the whole supply chain, from mill to site.

"This unbroken chain provides an assurance

that sustainability is being pursued in their sup-

ply chain, so allowing the end-user to know the

source and manufacturing processes used as well

as the post-industrial use, recovery and recycling

processes," Bhatia says.

When manufacturing constructional steels,

Conares uniquely marks the product. Providing

full product traceability saves money – it makes the

site manager’s job of checking provenance much

easier and it allows the use of the product without

the need for further testing. This will create advan-

tage for our sales team to market our products.

The dynamic framework of CARES’ SCS is

aimed at improving the energy and environmental

performance of products and providing a robust

and transparent mechanism for communicating

Dubai-based Conares is a premier provider

of steel products, with a total manufacturing

capacity of more than 700,000MT annually.

SUSTAINABLE ASSURANCEConares provides its

customers with the assurance that sustainability is being

pursued in their supply chain.

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Learn more: Call +971 50 451 79 43 (UAE) or +966 535 29 37 66 (KSA) or visit us at info.meridiansystems.com/owner-solutions-ME

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Big Project ME looks at how steel corrosion can beprevented to make for higher structural lifecycles

COMBATTINGCORROSION

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Ask any steel structure specialist to list

his pet hates and the chances are that

corrosion will be high on his list. When

working with steel elements which

way several tonnes, or will be bearing loads

of several tonnes, the last thing you want

is it to be weakened, however marginally.

Given that corrosion is a natural process

caused by the reaction of metals to their

environment, this can be extremely tricky to

combat, especially in humid, highly saline

environments, such as found in the GCC.

In that regard, it is commendable to note

that Dubai and the UAE, while justifiably famed

for their architectural masterpieces, have

also admirably avoided – if not completely

eliminated – the corrosive consequences of their

geographic proximity to the Arabian Gulf and the

prevasiveness of saline groundwater over here.

Traditionally, coatings have been the rescuer

of global construction professionals dealing with

steel structures. Various factors determine the

appropriate type and relative effectiveness of the

coating employed – a smooth and clean base

surface is critical to ensure subsequent coating

layers do not penetrate through cracks, making

room for corrosion to occur. Creatively shaped

structures, such as welded bars or elaborate

designs, demand further attention to detail while

the surface is being prepared and during the

application of the coating.

Generally, paint coatings are applied in

multiple layers – each gradient carrying its own

corrosion-resistant or other utility properties

– to create a stacked barrier against aggressive

environments. Primer coats are the first layer to

be applied on the steel surface – these can also be

used in case metallic coating systems have been

used to cure the steel, such as through hot-dip

galvanising or thermal spraying. Intermediate

coatings are applied next, and the key factor

considered here is their thickness on the steel

surface – a thicker layer of intermediate coatings

is preferred for their decreased permeability and

porousness to external elements, such as water

and oxygen. Finishing coats are then applied

“FOR SOME COMPANIES, PAINTS ARE THE PREFERRED CHOICE OF COATING BECAUSE THEY ALLOW FOR AN EXTENSION OF THE BRAND IMAGE ONTO THEIR PRODUCTS”

for appearance purposes, and they are usually

prepared as the immediate guard for the structure

against climatic conditions, such as exposure to

sunlight, moisture and so on.

The quality and composition of the coatings,

however, is pivotal to ensuring corrosion is

warded off for the longest possible duration. Both,

metallic and paint coatings have sustained their

markets over time, each preferred over the other

for a specific purpose it fulfils – while metallic

coatings are frequently chosen for their adhesive

corrosion-resistant feature, paint coatings have

evolved to create a market for their aesthetic

value, provided through their pigments.

“For some companies,” explains Jan Weernink,

marketing director for Dow Coating Materials in

an interview with Big Project ME. “Paints are the preferred choice of coating

because they allow for an extension of the brand

image onto their products.

“All John Deere tractors, for instance, are

painted yellow and green. That has become their

global brand recall value, and as paints now

feature additional utilities – such as corrosion-

resistance – their application on steel structures

and products has risen,” he adds.

Epoxies are the typically predominant

ingredient in paint coatings for their ability to

provide a tough coating that dries quickly on

the surface. “In the past, solvent paints were

the preferred choice for the industry,” explains

Weernink, “but the drive towards sustainability

has led us toward seeking other environment-

friendly and less impactful technologies.

“For instance, the carbon emission from

acrylic technology is far lower than that from

epoxies. Eventually, creating coating solutions

depends on the region’s needs and priorities, and

tailoring products accordingly,” he adds.

Additionally, polyaspartic products are finding

their way into the highly advanced coatings

market due to the climate protection they offer

through reduced solvent emissions.

Dinesh Patel, regional technical manager

for coatings, adhesives and specialties at Bayer

Middle East explains how his company has



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employed polyaspartics to further their protective

coatings line.

“Compared with conventional systems,” says

Patel, “formulations based on polyaspartic raw

materials contain roughly 40% fewer VOC. The

coatings can be applied to a thickness of as much

as 400 micrometers in a single step. This enables

one layer of the previous three-layer coating

structure to be eliminated, reducing application

costs and boosting efficiency.”

The advantages of polyaspartics, claims

Dinesh, extend beyond mere monetary gains,

and also result in additional critical savings,

such as those of time. “Furthermore, the

complete process – from application of the

primer until the topcoat is dry – takes just six

to eight hours at room temperature. This is a

clear productivity advantage over the use of

conventional coatings, for which the entire

process (including drying) takes 24 to 36 hours.

“This enables the coated parts to be used

without restriction much sooner. Reduced

downtimes increase the cost effectiveness,” Patel

explains further.

As an increasingly critical ingredient of most

contemporary structures, it has become essential

to reduce – if not completely avoid – the wastage

of steel during and after construction.

Corrosion, in its very nature, challenges

the lifecycle of steel, leading the industry to

seek out alternatives that can eliminate its

hazards. One such popularly-accepted option

by the construction industry, has, of late, been

stainless steel.

Shiv Mittal, president of business development

and marketing at Mittal Corp Limited, tells Big Project ME that there are advantages in using

stainless steel for construction.

“Stainless steel is recommended for

highly saline environments,” explains Kumar.

“Additionally, areas where the metal might be in

contact with acidic elements should also utilise

stainless steel.”

COST ISSUESCoating solutions are usually the most cost effective when protect-ing steel elements.

“COMPARED WITH CONVENTIONAL SYSTEMS, FORMULATIONS BASED ON POLYASPARTIC RAW MATERIALS CONTAIN ROUGHLY 40% FEWER VOC”

Given his expertise from working with one

of India’s largest steel manufacturers, Kumar’s

suggestions regarding the employment of

stainless steel in structures is extremely holistic

and intelligently mapped out. Claiming stainless

steel can sustain a lifecycle almost five times

higher than that of carbon steel, Kumar makes the

case for using stainless steel in the construction

of bridges: “In stacked structures, such as decks

for parking lots or bridges, stainless steel may

be used on the outer surfaces of the deck, so as

to prevent the corrosive effects of the external

environment, whilst the rebars used in the decks

may be made from carbon steel.

“Since stainless steel does not corrode easily,

it saves the cost of repairs that usually accompany

carbon steel that has been coated – there are

costs of recoating a structure monetarily, but,

say for instance a bridge made out of carbon

steel needed repairs,” continues Kumar. “In that

scenario, the bridge would have to be shut down

for a period of at least one month, if not more.

“Meanwhile, additional costs – besides those

of structural repairs – would also need to be

incurred, such as the cost of traffic divergence,

alternate route-creation and so on. All of these

indirect costs affect the budget, and can be

averted if stainless steel is viewed as a one-time

investment in the construction of a structure,”

he adds.

However, it might be a while before the

industry embraces the idea of stainless steel.

Weernink, when probed, said the use of coatings

would continue, given the sustainability of costs

and utilities they offer.

“Stainless steel is a fantastic substrate, but it

won’t stand up to saline impacts unless you buy

extremely high-grade variants. It corrodes too,

but the difference is that corrosion on stainless

steel stops after a given point, but carbon steel

continues to be eaten away.”

“I understand the argument in favour, but

for me it’s a cost issue,” Weernink continues. “A

bridge made out of stainless steel will, no doubt,

look nice and shiny, but if the costs are too high,

you have to come back and look for appropriate

coatings solutions.”


NOVEMBER 18, 2014JUMEIRAH EMIRATES TOWERS, DUBAIwww.bigprojectme.com/awards/2014

NOMINATION ENQUIRIESSTEPHEN WHITEGROUP EDITOR+971 4 375 [email protected]

CONSTRUCTION ANDSUSTAINABILITY AWARDSOF EXCELLENCE

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Big Project ME April 2014

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