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Transcript of Big Project ME March 2014
096MARCH 2014
Throw out the rule book, the systems and programmes because if you don’t take
the lead a project will fail
AHEAD OF THE REST
PUBLICATION LICENSED BY IMPZ
ALSO INSIDE DUBAI TRAM EXCLUSIVE
SIEMENS’ CITY CEODOHA FESTIVAL CITY
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BigProjects_FP_234x290mm_AW_HR.pdf 1 2/19/2014 4:45:55 PM
CONTENTS
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MARCH 2014
PAGE 34Big Project ME visits the site of the Dubai
Tram Project in the UAE.
MID
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07 THE BIG PICTURE
OMAN NATIONAL RAILWAY PROJECT POWERS AHEAD
Pre-qualification tender for main contract to be floated soon
16 IN PROFILE
THE SMART THINKER
Dr Roland Busch explains what Siemens Infrastructure and Cities can do for
the Middle East
22 SITE VISIT: DOHA FESTIVAL CITY
DESTINATION CITY
Big Project ME visits Qatar’s upcoming retail giant, Doha Festival City
28 INDUSTRY FOCUS
FOLLOW THE LEADER
How can contractors seize the initiative for the success of a project?
34 ON SITE: DUBAI TRAMWAY
OPERATION READINESS
Big Project ME makes an exclusive trip to the site of Dubai’s ambitious
tram project
38 MARKET FOCUS: NORTH AFRICA
NORTH AFRICA AWAKES
Examining the construction potential of a typically challenging region
46 SPECIAL FEATURE: DRYWALLINGNG PREVENTIVELY
DESIGNER DRYWALLS
Big Project ME examines the growth of drywalling into design elements
50 SPECIAL FEATURE: SANITARY-WARE
HOME ADVANTAGE
Understanding the economics of the domestic sanitary-ware market
56 TENDERS
MIDDLE EAST TOP TENDERS
Listing the Middle East’s biggest construction tenders of the month
62 SHOW PREVIEW
THE BIG 5 SAUDI
Big Project ME previews The Big 5 Saudi Show 2014
64 CONSTRUCTIVE CRITICISM
TIME FOR SOME TOUGH QUESTIONS
Gavin Davids highlights the need for better enforcement of migrant
workers’ rights
Corporate BankingWhen you are ambitious, no goal is too big and no achievement is out of reach. At ADCB, we provide the people and businesses of the UAE with the award-winning banking products and services they need to put their ambitions into action. Learn more at adcb.com
Money can buy the land.
But ambition makes it a landmark.
Corporate BankingWhen you are ambitious, no goal is too big and no achievement is out of reach. At ADCB, we provide the people and businesses of the UAE with the award-winning banking products and services they need to put their ambitions into action. Learn more at adcb.com
Money can buy the land.
But ambition makes it a landmark.
4 MARCH 2014MID
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EDITOR’S COMMENT BIGPROJECTME.COM
Stephen WhiteGroup Editor
FM – Earn your right
MID
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GROUP CHAIRMAN AND FOUNDER DOMINIC DE SOUSA
GROUP CEO NADEEM HOOD
GROUP C0O GINA O’HARA
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If you wanted to invite one person from each part of the construction industry to your dinner table, how many of you would be making room for a facilities manager?
Traditionally, building has been a division of labour drawing in specialist expertise that all works towards the final ball point signature of handover. As the head of the PMI reminded me this month, there were practitioners of project management on sites, even before the term was coined. While architects and consultants have historically occupied the top of the pile position in the meritocracy; the execution has always been a bit of grey area. Thank goodness for project managers to organise this occasional chaos.
Software like BIM is making construction a much more collaborative process and opening up routes into the design and management process that were previously closed off to those downstream from the big boy chat at the beginning. That has plugged project managers into a system and given us tools to make delivery a smoother, more refined process. Few project managers would argue that they need to be involved outside of the task of project delivery. I’ve met fewer still that have a strong persuasion regarding whether a building’s façade should be inspired by the organic, the modern or 19th Century Japan’s experimentation with Western-style design.
Not so facility managers. An ever-more vocal cackle of FM firms are interesting themselves in the business of building design, potentially muddying not just who the construction is for, but also who has the final say. While they would like to be treated as consultants, I argue that in a region only just exploring the possibilities of new technology their participation should be limited. At least until they prove their value.
Not because this is a sector that thinks employing a security guard who can stay awake for eight hours is an achievement, but because there is a huge leap from being invited for dinner as a plus-one and being allowed in the kitchen to taste the soup.
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middle east
7MARCH 2014 MID
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THE BIGGEST PICTURE
BIG PROJECT ME VISITS DOHA FESTIVAL CITY TO SEE HOW QATAR’S BIGGEST MALL IS PROGRESSING – PAGE 22
$35MN AGREEMENT WILL SEE ITALFERR PROVIDE CONSULTANCY SERVICES FOR THE PRELIMINARY DESIGN CONTRACT OF THE NATIONAL RAILWAY PROJECT, OMAN SAYS
THE MINISTRY OF TRANSPORT and
Communication (MoTC) is expected to
float a pre-qualification tender (PQT) for
the main contract of the national railway
project soon, according to HE Dr Ahmed
al Futaisi, Minister of Transport and
Communication.
On 5 February, 2014, the MoTC
signed an agreement with Italferr, the
Italian State Railways Group engineering
firm, for $35.26 million. The engineering
firm will provide consultancy services for
the preliminary design contract for the
railway project.
“The preliminary design work has
already been initiated with the initial
focus on the first leg of the railway
network - from Buraimi to Sohar.
The consultant is responsible for the
preliminary design of the entire railway
network of 2,244km,” said HE Dr Ahmed
Al Futaisi.
ITALFERR TO DESIGN SULTANATE OF OMAN’S NATIONAL RAILWAY
He added that the tender for selecting
the project management consultant was
still with the Tender Board for evaluation
but that he expected it to be awarded
very quickly.
“PMC is much required now as its
role will be to review the preliminary
design. It is clear that the preliminary
design consultant is moving fast and has
started submitting the drawings for the
first segment. We need PMC to review
and approve the designs and hope it will
be appointed very soon.”
Dr Al Futaisi added that the ministry
would soon float two pre-qualification
tenders, one for the main contractor
for civil work (design and build) and
the other for the systems contractor,
the winner of which would be a sub-
contractor to the main contractor.
He said they would be floated within
the month of February.
“The qualified contractors will be
eligible to bid for the first segment
[Buraimi-Sohar] tender, as well as for
tenders of other segments of the railway
network during the four-year period. We
will not conduct other pre-qualifications
till four years pass. If we float the pre-
qualifications this month, we expect to
finalise the winner of the project by the
end of this year. It means civil work will
commence in the first quarter of 2015.”
Luca Beccastrini, Middle East area
manager for Italferr, said the firm had
already started work on the preliminary
design and that the design for the first
segment of the railway project would be
ready by the end of July this year.
“The duration of the preliminary
design contract is 25 months for the
entire railway network. We are satisfied
with the progress and expect to finish the
work within the deadline,” he added.
RAILWAY NUMBERSn Italferr
consultancy contract - $35.26 million
n Total length of Oman national railway project - 2,244km
n Total cost of the railway project - $15 billion
n Network expected to be fully operational by 2018
8 MARCH 2014MID
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RTA TO BUILD $300MN, 12 LANE BRIDGE TO REPLACE FLOATING BRIDGEConstruction contract for the Al Ittihad Bridge to be awarded by end of year
Dubai’s Floating Bridge will be replaced by a 12 lane bridge expected to ease traffic flow between Deira and Bur Dubai, the Roads and Transport Authority has announced.
The contract for the Al Ittihad Bridge will be awarded by the end of the year, with the timeline for construction scheduled at three years, said Mattar Al Tayer, chairman of the Board and executive director of the RTA. Construction of the bridge will
cost $299.48 million, he added.The 61.6m-wide bridge will
have an inverted arch with a height of 100m. Its height from the creek will 15m, enabling marine traffic movement throughout the day. The bridge will extend from Dubai Creek Park in Bur Dubai to Deira City Centre.
With a capacity to handle 24,000 vehicles per hour, Al Ittihad Bridge will ensure that the adjacent areas are free from traffic jams.
Furthermore, in order to improve traffic situation between Bur Dubai and Deira, the Floating Bridge will be moved to near the Sheraton Hotel on Dubai Creek, linking Sheikh Khalifa Bin Zayed Road in Bur Dubai to Omar Bin Al Khattab Road in Deira.
INDIVIDUAL LABOUR SAFETY IS THE RESPONSIBILITY OF MANAGEMENT, BIG PROJECT ME TOLD – PAGE 12
$299.48ABU DHABI MUNICIPALITY ANNOUNCES TENDER FOR YAS ISLAND COMMUNITY CENTRESCommunity centres will enhance neighbourhoods in Abu Dhabi, says Municipality
THE MUNICIPALITY OF Abu Dhabi (ADM)
city announced a tender enabling investors
to build and operate community centres in
Yas Island, Al Shamkha and Mohammed Bin
Zayed City. Part of a strategic plan to provide
convenient access to services and facilities, the
move by ADM is expected to enhance living
standards across the city following approval by
the Abu Dhabi Executive Council.
The structure in Yas Island will span almost
22,000sqm, and the one in Mohammed Bin
Zayed City will be around 26,000sqm.
The community centre in Al Shamkha will
be around 23,000sqm, and all centres will
dedicate almost 6,000sqm to retail outlets.
Additional facilities, such as restaurants,
banking and gyms are also expected to be built
in the centres.
As per a report by local daily Gulf News,
the ADM said that the latest batch of
investment opportunities aims to enhance
neighbourhoods in Abu Dhabi, and will also
provide sustainable returns on investments.
Under the build-operate-transfer model
employed by the authority, approved developers
will be granted rights to utilise municipal land,
and will be able to develop and operate the
facilities under a 30-year agreement.
MILLION
EXPECTED PROJECT COST FOR THE AL ITTIHAD BRIDGE
ARABTEC DIVERSIFICATION TARGETS INFRASTRUCTURE
Construction giant to launch units focusing on infrastructure and energy and water
DUBAI’S ARABTEC HOLDING has announced
that it will set up five new subsidiaries as it looks
to expand into new markets and infrastructure
projects.
According to a Reuters report, the
construction giant will launch two new units
that will focus on infrastructure projects inside
and outside the UAE.
Additionally, Arabtec will also launch a unit
that will focus on water and energy projects,
while another will focus on the Egyptian market,
the company said in a bourse statement.
The firm will also set up an investment
arm, Arabtec Capital, which will provide global
financial services, the report added.
Earlier this year, Arabtec announced that it
would look to create thousands of jobs for youth
in the GCC and MENA regions, with the launch
of a large-scale campaign targeting job creation.
The recruitment campaign will begin in the
UAE targeting young people looking to gain
experience from various projects that Arabtec is
involved in, and is expected to be implemented
across the firm’s other locations soon.
MAN IN CONTROLAbdullah Hassan Ismaik, managing director and CEO of Arabtec
9MARCH 2014 MID
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THE BIG PICTURE
DSI WINS $87.4MN MEP CONTRACT FOR KING SAUD UNIVERSITY
DSI-KSA will design, install, test and commission all electro-mechanical works for three buildings
Drake and Scull International PJSC (DSI) has been awarded a contract worth $87.4 million for MEP works at King Saud University in Riyadh.
“The King Saud University contract further consolidates our presence in Saudi Arabia,” said Khaldoun Tabari, CEO of DSI.
“With increased government expenditures towards infrastructure development, we expect positive movement in all the sectors in the coming year,” he said.
DSI-KSA will design, install, test and commission all electro-mechanical works for three buildings at the university’s Endowment Projects, and the company expects to complete works by 2015.
SAUDI CONTRACTORS CALL FOR MORE RECRUITMENT FIRMS
Labour losses lead contractors to demand for more short-term recruitment options
FOLLOWING THE loss of time and profits due
to Saudi Arabia’s recent crackdown on illegal
labourers, contractor firms are encouraging the
establishment of more recruitment firms that can
provide legal workers to complete their projects.
“We are waiting for labour recruitment
firms to play a major role in importing expat
construction workers to complete our projects
which have been badly affected after the exit of
thousands of our employees,” said Abdul Aziz
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Masnour, a Saudi contractor. Industry reports
suggest 36% of construction projects in the
country have been delayed by the labour crisis.
Recruitment companies have already begun
hiring out short-term workers on a yearly basis to
construction companies.
“We need time to activate the role of labor
recruitment firms in the local market,” said
Abdullah Radwan, chairman of the contractors
committee at the Jeddah Chamber of Commerce
and Industry (JCCI).
“These firms have started working in
coordination with the Ministry of Labour which
has started issuing visas for expat workers.
However, labor recruitment firms need the
expertise to train workers before they can close
the gap between demand and supply,” Radwan
added. Scores of workers left the Kingdom after
the government undertook measures to cleanse
the labour market of illegal immigrants in a bid to
increase local representation in the market.
10 MARCH 2014MID
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THE BIG PICTURE BIGPROJECTME.COM
DRYWALLS ARE BEING REVAMPED INTO UNIQUE DESIGN ELEMENTS, BIG PROJECT ME FINDS OUT – PAGE 46
USING CANDY SOFTWARE HELPED ME GO FREELANCE, SAYS ESTIMATOR Estimatingmanagers.com’s Farhan Aftab says software adoption helped Middle East bidding
Farhan Aftab, executive consultant at Estimatingmanagers.com says that using cost control software like Candy can help in the tendering and estimating process.
“I have had the privilege to be part of some very interesting bids which we priced solely with the help of Candy, such as Autoroute al Jadida Highway in Morocco (US$42 Million), Gulf University campus in Kuwait (US$45 Million) and Khalifa bin Salman port in
Bahrain (US$90 Million),”said Aftab. “Though different countries and dynamics of economies, it helped me to accumulate the diverse data in Candy and produce comprehensive reports to the decision makers. It is because of Candy, that I got the boost of venturing into my own freelance work. Being an estimator, one might has to get involved in pricing projects globally.”
Aftab added: “One of the core features of estimating accurately is to be aware of the actual site conditions, the type and production of plant involved and the outputs of the laborers that will be used to execute the job. One can actually price each and every item the way it will be executed on site.”
30%SLOWDOWN PROBABLE ON ETIHAD RAIL DEVELOPMENT
UAE’s rail network might be paused as GCC’s rail network is brought up to speed
WORK ON THE Etihad Rail network might be
slowed down in the near future.
Minister of Public Works and chairman of
the National Transport Authority (NTA), HE
Dr Abdulla Behaif Al Nuaimi said the planned
unified GCC rail is currently unsynchronised, as
each member country has achieved only varying
levels of their completion targets.
“We had hoped the GCC network would be
up and running by 2018,” said Dr Al Nuaimi.
“However, at a meeting last year, we realised that
some GCC members will possibly face delays in
completion of their rail networks.
“The concern for us, then, was whether to
hold-off our development activities based on
theirs,” he added.
While Saudi Arabia and UAE are poised to
meet their due date of 2018, countries such
as Kuwait and Bahrain have faced logistical
challenges, leading the construction industry
to question their capacity to deliver the rail
networks on time.
“I think we should look into their
programmes and integrate them with ours – we
can’t finish our share and wait for the others to
complete,” expressed Dr Al Nuaimi.
While Dr Nuaimi refused to divulge any
details about the commencement of operations
on Phase 1 of Etihad Rail, he informed that the
plans for a regulatory law for the rail industry
was well on-track towards approval.
INCREASE
ESTIMATED RISE IN NEW BUILD IN KSA
TOO LITTLE TIME?Dr Al Nuaimi expects full completion of the Etihad
Rail by 2016, but is unsure about the progress of
GCC Rail
30% JUMP IN NEW BUILDINGS IN SAUDI EXPECTED
Number of buildings in the Kingdom increased by 300% in the last decade
THE NUMBER OF new buildings in the
Kingdom’s traditional neighbourhoods is
expected to increase by around 30% following
a recent decision in the country that allows
a building to reach the maximum level of six
storeys instead of the current three.
Investors are now looking to demolish old
buildings and replace them with additional
housing units. As per a report by local daily Arab
News, a source at the Ministry for Municipal and
Rural Affairs said buildings have increased by
300% in the last decade.
“The number of permits has risen from
37,585 to 112,362 in the past 10 years or so,”
the source said. Residents from major Saudi
city Jubail had called for the private sector to
upgrade and improve the city’s infrastructure
after it was severely hit by floods earlier this year.
The replacement building boom underway
in traditional areas of the country is a cause
of concern for some experts, who argue the
infrastructure in these developments, built two
to three decades ago, may not be equipped to
handle larger developments.
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Big Project_March_UAE_44481p.indd 1 2/27/2014 9:49:04 AM
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NEWS ANALYSIS ON-SITE ACCIDENTS BIGPROJECTME.COM
Sharjah’s Al Mamzar area, early in February
2014, was the unfortunate setting for a
tragedy involing an Indian labourer.
According to local daily Gulf News, the
labourer passed after losing his balance off an
under-construction building in the area.
“The labourer was not wearing a safety helmet
which led to a severe head injury and loss of life,”
said a police official to the daily.
Earlier, in January 2014, a report by The
National had said health experts found
construction labourers to be suffering ‘horrific’
injuries due to a lack of adherence to safety
measures; these injuries included ‘nails embedded
in the socket, chemical burns to the retina and
hooks in the eye’, most often caused because the
labourers in question did not wear the mandatory
safety goggles on-site.
Another report by the same publication
mentioned the passing of two workers in
Sharjah – a police spokesman had said at the
time that the workers, employed to clean diesel
tanks, entered the containers without appropriate
safety measures. While four men were trapped
in the tank, only two survived the incident, and
were reportedly undergoing treatment at a
local hospital.
Unfortunately, these are far from the only
construction accidents the country has seen
of late; fire mishaps and building crashes have
accounted for the high number of lives and
material lost in UAE since the year began, and each
incident makes a compelling case for the study of
labour safety and precautionary measures.
“Talking about safety is not a matter of
technology, it’s also about a matter of processes
for our industry,” Thibault Le Besnerais, global
product manager for Manitowoc’s Potain Cranes
told Big Project ME.
“LABOURERS, LIKE ALL EMPLOYEES, ARE A GOOD INVESTMENT. IT IS THE PRACTITIONER’S DUTY TO VIEW THEM AS AN INVESTMENT S/HE CAN EDUCATE, WORK ON AND HONE”
OUT OFDANGER
With numerous on-site accidents occurring at construction sites, Big Project ME explores the case for labour education as a preventive solution
“We’re in an industry where lack of safety can
have tragic consequences.
“Safety is not only a feature, but also a culture,”
Besnerais added.
Often, it is the lack of this understanding that
causes the labour accidents the industry
has become a witness to. The UAE’s labourforce
includes representation from various
nationalities; almost 2.2 million Indians account
for UAE’s workforce, in addition to 1.25 million
Pakistanis, 500,000 Bangladeshis, and another
million workers from other Asian countries, as
per a report by The National.
Not all expat workers in the UAE speak the
same – or even similar – languages, nor may they
fully comprehend the occupational hazards their
job brings with it.
Most companies undertake a myriad of
training programmes aimed at reducing these
cultural barriers and fostering a sense of inherent
precaution in labourer groups.
Ivano Forcina, quality manager at Salcef
explains his company’s policies regarding new
in-house labourers.
“We usually begin with an induction
programme, which is broadly divided into a
range of topics that impart knowledge about
overall, basic safety measures, besides other
specific issues.
“The programmes may be indoor discussions
and presentations, and are frequently
supplemented with audio-visual aids.
“As contractors for the rail industry, it also
becomes essential for us to teach our workforce
about the nitty-gritties of the job. Therefore, we
cover specific topics that are strictly pertinent to
rail operations and track construction, mostly
roping in a lot of on-site training facilities here,”
Forcina adds.
Forcina’s colleague, Melchor Realingo
explains the need to invest in labourer education.
“Most labourers who find their way into UAE’s
construction sites are uneducated,” says Realingo,
safety manager at Salcef SPA.
“It then becomes our responsibility to ensure
we observe each labourer and study their
weaknesses and interests to understand which
activity would be best suited for them.
“The labourers who repeatedly ignore safety
measures are sent for retraining programmes, but
that is a long-term process. Companies cannot
inject adherence in the labourers’ mindset in a
day, week or month.
“The ultimate aim is to increase and elevate
the workforce’s behavioural safety standards – the
change of habits required for that takes time to
achieve,” Realingo explains.
It has been argued in the past that the lack of a
unified regulation that can cater to on-site safety
standards across the UAE hurts the construction
13MARCH 2014 MID
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NEWS ANALYSIS ON-SITE ACCIDENTS
DECREE 42 OF 2009Abu Dhabi’s EHSMS frame-work states labourers must wear job-related safety equipment at all times.
14 MARCH 2014MID
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NEWS ANALYSIS ON-SITE ACCIDENTS BIGPROJECTME.COM
industry. While regulations are created and
sharpened by local municipalities in each
emirate, their plurality often confuses contractors
who work on numerous, parallel projects in
different emirates.
Decree 42 of 2009 by the Abu Dhabi
Municipality paved the way for the creation of the
Environment, Health and Safety Management
System (EHSMS), a regulatory framework that
‘aims to protect the environment and human
health, ensuring the safety of workers’.
Realingo says he follows the directives of this
code when dealing with worker safety.
A report by The National claims that this decree
states that labourers, depending on their job
specialty, must wear safety equipment at all times.
These include a safety harness, safety goggles, a
helmet, construction site appropriate footwear and
protective gloves.
Understandably, the issue is of importance on
the national level as well.
Audio-visual aids are gaining popularity for their ability to break the most obvious language barrier so far as dissemination for labourers is concerned.
Manufacturers – much like contractors – now see the benefits of educating and enhancing their workforce in order to reduce down-time in the long run, and are implementing similar techniques to train their employees.
MAN Trucks, one of the Middle East’s better known producer and supplier of heavy machinery for the construction market, has published a booklet that speaks directly to their drivers – in pictures and illustrations alone.
An innovative method of teaching its employees appropriate safety measures and precautionary techniques, the booklet makes for easily comprehensible and retainable learning material.
AV APPROACH
UNDERSTAFFED?The health and safety department at UAE’s Ministry of Labour works with the private sector to implement on-site safety.
Dr Ali Salem, director of health and safety for
the UAE’s Ministry of Labour, in conversation with
Big Project ME, reveals his take on worker safety
and its enhancement in the country.
A trained medical doctor himself, Dr Salem
knows what can go wrong on a construction site,
and the drastic aftereffects of flouting the safety
measures in place.
“To understand occupational medical injuries
from a medical perspective there is a burden on
me to learn more about safety. When we go to
construction and industrial sites, we need basic
information on the diverse aspects of construction,
such as powered access and scaffolding.
“This is part of our partnership with the private
sector and we are glad they initiated the approach,”
Dr Salem adds.
Nevertheless, challenges persist where worker
safety and sustenance is concerned – repeat
offenders endanger not only their own lives, but
also of their co-workers and the project they are
working on. Realingo, however, makes a case for
such non-compliant labourers.
“Firing is not the solution. As a company,
you are only cutting the risk then, not the root
(of the problem),” says Realingo. “Labourers, like
all employees, are a good investment. It is the
practitioner’s duty to view them as an investment
she/he can educate, work on and hone.
Managements carry the onus of learning more
about their workers and educating them to imbibe
better skills.”
“As a manager or supervisor, you may be
providing them with appropriately required PE
(protective equipment); but if it is of poor quality
or cannot be reused, that is your fault, not theirs,”
argues Realingo.
Companies also carry the burden of
ensuring third-party inspections are given
due attention. As Dr Salem explains, a major
challenge for him is ensuring there are enough
inspectors on the ground.
“It’s not easy. There are around 25 inspectors,
so it’s really difficult to cover (construction sites)
everywhere. We have to put on priorities.
“You won’t see us as much in DIP or DIFC as
they would in Al Quoz. Most of our resources are
working in Sharjah – the largest industrial area in
the Middle East,” he adds.
Undoubtedly, there is scope for growth of
safety standards in the region. As the UAE heads
into a period of unparalleled construction activity,
contractors and regulatory bodies will have to
work inclusively with their labourers to ensure that
building in the country equates to zero-losses and
minimal hazards. n
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Dr Roland Busch, CEO of Siemens Infrastructure and Cities and member of the Managing Board of Siemens AG, sits down for an interview with Big Project ME to
discuss why the Middle East is crucial for his division’s success
THE SMARTTHINKER
Throughout history, humanity has always
gravitated towards urban centres, turning
them into centres of commerce, culture and
scientific growth. In fact, the Middle East is
home to some of the world’s oldest cities, with the
likes of Damascus, Aleppo, Byblos and Luxor all
inhabited for thousands of years.
So prevalent has the growth of the urban
human population been, the World Health
Organisation estimates that by 2010, more than
half of the world’s population lived in urban
areas. That’s more than 3.5 billion people.
To put that into perspective, 100 years ago, two
out of every ten people lived in an urban area.
By 2030, WHO predicts that six out of every 10
people will live in a city; a mere 20 years later will
see that number rise to seven out of every ten.
At present, more than half of all urban
dwellers live in cities with between 100,000 and
500,000 people, with fewer than 10% living in
‘megacities’ (defined by UN HABITAT as a city
with more than 10 million people).
Given that the numbers are so staggeringly
high, the need to manage the infrastructure
of these cities and developing countries is
vital. While infrastructure development and
construction are what gets the most attention, it
often serves little purpose if those multi-million
or multi-billion dollar investments are not
managed properly.
This can be seen in third world countries
where billions are spent on infrastructure
development, with very little to show for it.
However, this is where Siemens Infrastructure
and Cities comes in to play. Although not
a traditional contractor of infrastructure
development, nor a supplier of building
materials, the division offers urban planners a
chance to truly control and manage their cities
through practical technology that is sustainable.
“We don’t build roads, we don’t build
buildings, but what we do is provide the
technology part of infrastructure,” explains
Doctor Roland Busch, member of the
managing board at Siemens AG and the CEO of
Infrastructure and Cities Sector.
“We automate infrastructure and make it
more efficient. This includes rolling stock and
rail bound transport. But also, inter-modal
management. That means we’re managing the
streets,” he adds.
“The old type of thinking is not doing the trick
anymore. If we’re going to manage a city of two
million, five million or ten million people, you
cannot constantly add new streets and rail routes,
you have to do it smartly and increase capacity by
using what is there in a more intelligent way.”
Speaking during the launch of Siemens’ new
Masdar based headquarters, Dr Busch tells Big Project ME that the Middle East region is set to
play an important role for the Infrastructure and
Cities division of Siemen.
“It’s a very important region. Siemens has
been present in the Middle East since 1856, when
our founder supervised the laying of cables in the
Red Sea, and we’re here to stay. It’s an important
region because it’s dynamic and there are a lot of
things happening here,” he asserts.
“Talking about infrastructure, there are plans
for building infrastructure, but also for the whole
traffic system, because this region is booming.
The railway connection between the UAE and the
rest of the GCC, is being planned and will come.”
“It starts with freight and then the passengers
will also come. And then also the local transport,
major transport projects. We can provide this
infrastructure. We don’t do buildings, we don’t
provide the concrete parts, but we provide the
intelligent high-tech part, which is really adding
value to these plans. So we’re embedded here, we
want to be here and we want to be seen as a local
partner, providing top technology.”
Not only is this limited to building and civil
infrastructure, Dr Busch points out that Siemens
Infrastructure and Cities’ technology can also be
applied to a wider range of industries, including
the oil and gas sector, which is of course a major
segment of the market here in the Middle East.
“IT’S A VERY IMPORTANT REGION. SIEMENS HAS BEEN PRESENT IN THE MIDDLE EAST SINCE 1856, AND WE’RE HERE TO STAY. IT’S AN IMPORTANT REGION BECAUSE IT’S DYNAMIC AND THERE ARE A LOT OF THINGS HAPPENING HERE”
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Furthermore, he points out that another area
of significant interest is the healthcare division,
which has seen tremendous investment from the
GCC governments, which will continue over the
next few years, with an estimated $133.19 billion
set to be spent by the year 2018.
“Siemens is working in the areas of energy,
industry, healthcare and infrastructure and
cities. I would like to focus on the latter one,
as we believe that our new headquarters is
a great showcase. The new building is LEED
platinum certified. It is sitting in the desert with
temperatures reaching 40oC or 50oC So of course
that’s unique.”
“That’s a blend of architecture and top
technology. And that’s where Siemens comes into
play. But that’s only one part of it. This building
and other buildings to come are interconnected
with a lot of infrastructure features. The grid
and power supply have to be more intelligent, in
particular, if we want to make it more sustainable,
in the spirit of Masdar. This is what attracts us,” he
explains further.
“On top of that, it is the whole transport
infrastructure that needs to be developed in a
sustainable manner. That is a nice combination.
Firstly, sitting on a booming market, secondly
having the right and strong partners – Mubadala,
Masdar – and thirdly, having the chance to deploy
technology at its best.”
According to Dr Busch the next few years are
destined to be dominated by rail transportation
led by government investment.
“This is definitely a boom now, which is, I
would say, a little bit unusual compared to the
other trends, like energy and infrastructure
development. Rail is really something now. For
the first time it’s on the agenda and will be in the
news over the next three years,” he says.
This is a thread that Dr Busch picks up on
again a few days later when Big Project ME travelled with Siemens to the launch of the
tramway in Doha Education City.
Speaking after a ceremony to showcase a
mock-up of the Siemens designed and built
trams that will be used on the project, Dr Busch
elaborates on why he thinks that rail construction
BIOGRAPHYSpecial responsibilities:CEO Infrastructure & Cities Sector Asia (excluding Japan) and Australia Corporate Sustainability Office
Professional timeline:n 1994 Joined Siemens AG,
Erlangen, Germany. Corporate Research and Development Department - Project Head
n 1995 Automotive Systems
Group, Regensburg, Germany. Strategic Planning – Expert in Fuel Cell Technology
n 1997 Additionally: Assistant to the Group Executive Management
n 1998 Process and
Information Management –Head of Central Quality and Internal Consulting
n 2001 Integration of VDO
into Siemens VDO Automotive AG – Head of Strategy and Consulting
n 2002 Head of Infotainment
Solutions Division
n 2005 Siemens VDO
Automotive Asia Pacific Co. Ltd., Shanghai, China – President and CEO
n 2007 Transportation
Systems Group, Erlangen, Germany – Head of Mass Transit Division
n 2008 Corporate
Development Department, Munich, Germany – Head of Corporate Strategies
n 2011 Member of the
Managing Board of Siemens AG
RAIL DEVEVLOPMENTSRail transportation is set to play a big part in the region’s spending over the next few years, Dr Busch says.
“RAIL IS REALLY SOMETHING NOW. FOR THE FIRST TIME IT’S ON THE AGENDA AND WILL BE IN THE NEWS OVER THE NEXT THREE YEARS”
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20 MARCH 2014MID
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will be the next major boom industry for the
GCC region.
“The way forward is clear to me. There is a
growing awareness in this region that the level of
public infrastructure has to be raised in particular
rail bound metro, but also intercity connections,
which are the backbone of any country,” Busch
says. “If you want to develop your economy in
a sustainable manner, you have to invest in its
infrastructure. There are examples all over the
world where it’s proven that doing so will really
boost your growth and development. So we see a
lot of opportunities and we want to be part of it.”
However, while it’s easy to say that there’s a lot
of potential and growth in the GCC market, there
Earlier this year Siemens inaugurated its “showcase” Middle East headquarters, Abu Dhabi’s first LEED Platinum building.A large crowd of stakeholders, VIPs and media attended the opening ceremony at the site in Masdar City, the capital’s low-carbon, sustainable community.
Designed by Sheppard Robson, the 18,000m2 building reduces energy consumption by almost 50% compared to conventional buildings of the same size.
A highly insulated inner façade is designed to reduce thermal conductivity and a lightweight aluminum external shading system minimises solar gain.
Speaking before the event, David Ardill, partner and design director at Sheppard Robson, commented: “We decided that the common ground between sustainability and good commercial office design is efficiency.
“If you can build more with less it means you are getting better value for money and you are using less material which means less carbon. [Efficiency was] underlying every choice we made.”
The building is fitted with Siemens’ latest energy saving and monitoring technologies, and acts as a “showcase building”, according to Joerg Scheifler CEO, Infrastructure & Cities Sector, Middle East, Siemens. “We packed into it as many technologies in Siemens’ offering as possible,” he added.
“All of the technologies are state-of-the-art. For instance we used the latest Siemens building automation system which is on the market. We will happily bring customers here and let them look behind the scenes to see how the technology works.”
PLATINUM PERFORMER
remain concerns about actually implementing
these systems and technologies.
Not only is the market fairly unaware of these
developments, it’s also likely to suffer from a lack
of experience.
Given the value and scale of these rail projects,
it’s no surprise that Dr Roland Busch has been
giving this careful consideration. He says that his
division has taken care to ensure that they work
together with the local governments and people
to ensure a successful outcome.
“We will develop along the way, together with
our customers. That means we identify the needs
and requirements from customers and we are
trying to bring in the best technology to solve the
problem,” he explains, pointing out that one of
Siemen’s biggest strengths is customer trust.
“Establishing trust is of the highest importance
as you can imagine. If you go new ways, bring
innovations, by definition, it’s something new.
You cannot predict where it ends, and you always
have some issues. I think having a good, trustful
relationship is mandatory to solve those issues.
This is one reason why we are also investing in our
management capacity, to be able to talk and solve
problems on all levels, as high as you have to go to
solve them.”
Clearly then, the region is one that he views
with considerable interest. This is starkly evident
when he’s asked about Siemens Infrastructure
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and Cities performance in 2013. Having endured
a tough 2013, Dr Busch has overseen a strong
overhaul of how Siemens I&C does business,
with a more selective approach to new projects
underway so as to boost profitability.
The stricter policy came into play after
a financial year which saw its margin on
earnings before interest, tax, depreciation and
amortization (EBITDA) fall to 3.7%, making it the
least profitable of Siemens’ four main businesses,
behind Industry, Energy and Healthcare.
The current financial year, however, could
see I&C reach the low end of its 8% to 12% target
margin, a Reuters report has quoted Dr Busch
as saying.
Projects in Britain and Germany are expected,
along with the tighter management review for
critical projects, to drive profitability.
“Regarding last year’s performance, we’re not
satisfied. However, our effort is paying off now:
we have made major steps in transforming our
businesses towards higher profitability and lower
risk,” Dr Busch explains.
“We are going to continue to benefit from
shaping our portfolio, avoid or substantially
reduce project charges and continue to benefit
from our transformation program. And we will
continue to focus on our growth markets.”
“We want to look forward now, and we’re
leveraging the investments we made in this fiscal
year, for the benefit of our profitability in the
future. So I’m very excited and confident it will go
forward in the right direction,” he tells Big Project ME bullishly.
“And, please, do not forget, we are market
leaders in intelligent infrastructure automation.
The region will play an important part because
if you look at all the regions globally, and where
infrastructure investment is high on the agenda,
this is the place to be.”
“WE ARE GOING TO CONTINUE TO BENEFIT FROM SHAPING OUR PORTFOLIO, AVOID OR SUBSTANTIALLY REDUCE PROJECT CHARGES AND CONTINUE TO BENEFIT FROM OUR TRANSFORMATION PROGRAM. AND WE WILL CONTINUE TO FOCUS ON OUR GROWTH MARKETS”
STAYING ON TRACKDr Busch says that the Middle East is going to be crucial for because of its investment into infrastructure.
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Project Name Doha Festival City
Project Developer Bawabat Al Shamal Real Estate Company
Development Manager Al Futtaim Group Real Estate (AFGRE)
Project Manager MACE
Commercial Consultant EC Harris
Commercial Manager Faithful + Gould
Foundation Construction Gulf Contracting Company/ALEC Qatar JV
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With groundwork construction of Doha Festival City have recently started, Big Project ME visited the site to get an idea of what’s in store for one of Qatar’s
most ambitious retail projects. Gavin Davids reports
DESTINATION CITY
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As a city, Doha isn’t the most glamorous
of places, especially to a first-time visitor.
Traffic can often appear chaotic and city
planning can be described as ‘haphazard’.
While this may seem uncharitable, and to be
fair, downtown Doha does boast some stunning
architecture and boulevards, a majority of the
city’s problems have come from the surge in
growth that Qatar has experienced since the turn
of the century.
As a result developers have begun expanding
outwards, building their projects in Doha’s
suburbs, a strategy that has allowed them to not
only build bigger, but also build smarter. Given
the freedom to grow, there have been a spate of
ambitious retail projects, with the Villaggio Mall
one of the most prominent examples of the trend.
Now, however, a mall is being built that will
eclipse all others in Qatar. Indeed, the Doha
BIG EXPECTATIONSDoha Festival City is
expected to be the f lagship shopping
destination in Qatar.
“ONCE WE GET OUT OF THE GROUND, I DON’T ANTICIPATE THAT THERE’LL BE ANYTHING TOO CHALLENGING, BECAUSE IN THE END, EVEN THOUGH IT’S A BEAUTIFULLY DESIGNED STRUCTURE, IT’S STILL A TWO STOREY BUILDING WITH A BASEMENT”
Festival City project will eclipse most malls in
the Middle East, as Kareem M Shamma, CEO
of Bawabat Al Shamal Real Estate Company
(BASREC), tells Big Project ME during a visit to
the project’s site offices.
“We’re at 250,000m2 of gross leasable area and
that’s by far the largest in Qatar. I think the only
other larger mall in the GCC is the Dubai Mall at
the moment. I say at the moment because you
never know who is planning what in the GCC!”
However, Doha remains a city that harbours
ambitions to rival Dubai as the tourist capital of
the GCC. To achieve that, it has to offer tourists
a chance to see something that they won’t get in
the UAE.
This is why the Doha Festival City is so
important. If being the flagship development for
BASREC wasn’t pressure enough, the project will
be the standard by which all malls in Qatar will be
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judged, and proof positive that Doha can cut it as
a viable tourist destination.
“I think the sheer size of it is going to be a
category killer,” Shamma asserts. “It’s going
to dwarf all the other malls. That’s the first
thing, its size. Secondly, I always call this the
first international mall in Doha because of the
experience and partnership that comes from the
UAE in the form of Al Futtaim.
“They’ve done Dubai Festival City and Cairo
Festival City (amongst others), so in that sense,
they’ve opened international malls and I think
it’ll be the first of its kind in Doha. The others
have been locally conceived and built and
operated-type malls. We’ve raised the bar with
international standards now.”
This embrace of international standards is
something that Shamma believes will serve the
mall well in the future, with careful consideration
given to all areas of the customer experience,
right from the approach to the mall, to the flow of
shoppers around the mall and the entertainment
packages on offer.
“How we’re differentiating ourselves is with
the offering itself. We’re anchoring the mall at
the north end, obviously, with IKEA, which has
proved to be very popular. That would then be an
Doha Festival City appointed Gulf
Contracting Company and Alec Qatar
joint-venture as the contractor for
construction of the development’s mall
worth $1.6 billion.
“It is an honour to be awarded as the
contractor to lead the construction of a
shopping mall that is set to be one of the
largest and most prominent in the Middle
East,” says Darrell Bergesen, board
member of GCC/ALEC Qatar JV.
“We are currently focused on achieving
a quick and effective mobilisation for the
foundation works up to and including
ground floor slabs, which will pave the
way for the main contract works, to
ensure timely delivery of the shopping
mall,” he adds.
Scheduled for opening in Q3 2016, the
contract was awarded after a Traffic
Impact Study was conducted and the
project’s master plan was approved.
CONTRACTOR APPOINTMENT
integral part of the north end of the mall. There’ll
be direct access from within the mall to IKEA and
the hypermarket,” he explains.
“The south end is the other major draw for
this mall, with a massive entertainment complex
planned. It’s 30,000m2 of internal and external
entertainment. To our knowledge, this is the
first time that any mall – throughout the Middle
East – has combined, to such a large extent, both
internal and external entertainment.
“Internally, there are things like a snow play
box. It’s a snow slope which has moved on from
current offerings by two or three generations.
There are things like zorbing and toboggan runs,
which are more interesting than just basic skiing,”
Shamma points out. “Then there’s obviously the
family entertainment area like you see in a lot of
the other malls. But that’s also what we wanted
to avoid, just having that bolted onto the side of
the mall.
“The way we’ve arranged it at one end is
that we have a huge food and beverage area, a
food court that is central to this area internally,
that overlooks the snow, overlooks the family
entertainment area and overlooks the external
entertainment centre.”
He continues: “Now what is the external
entertainment area? We’ve got a Rapid River Ride,
which is going to be spectacular, we’ve got zip
wires above it. There’s more extreme, adrenaline-
type sports outside. We’ve also got a traditional
funfair, with a reverse bungee in a steel cage.”
Clearly this is all going to take up a
considerable amount of space, but as mentioned
earlier, the reason a number of developers are
looking to building their projects outside of Doha
city is because of the space, which is one of the
main things on offer.
Stretching out across 433,000m2, the Doha
Festival City project will have space for more
than 550 international brands, with many
making their debut in Qatar. In addition, there
are approximately 8,500 car parking spaces being
incorporated into the construction, with two
multi-storey parking lots being built, along with
underground parking under the whole mall and
over-ground parking near IKEA.
Construction completion is expected by the
third or fourth quarter of 2016, BASREC have
consistently said, despite the lengthy delays that
have hit the project.
Work on the project was set to commence
in 2013 however, just as construction work was
about to start, Qatar’s Public Works Authority
(Ashghal) announced that it would be upgrading
highways around the site.
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This meant that work on the project had to be
stopped and the upgrades taken into account.
However, the project team decided to use the
delay as an opportunity to improve the project
design, with ramps into and out of the project
being included.
With the total estimated cost of the project
coming in at $1.64 billion, the need to get every
aspect of the project right is essential, especially
given the pre-existing delays. Keeping control and
overseeing this aspect of the project performance
is Michael Connor, commercial manager for
Faithful + Gould, who are the commercial
managers for the project.
“We are looking at the financial control and
reporting of the development performance
against budget and cost to complete position,”
he tells Big Project ME. “We have more of a
strategic review of the commercial management.
In terms of driving the value engineering, the cost
challenges, the design development, that’s under
EC Harris’ remit. We’re available to support that,
but our involvement is more, in a sense, to check
contractual arrangements and administration of
the development,” Connor explains.
“There’s an incredible breadth of information
generated on the project, such as the various
construction contracts. We as consultants are
having to digest a large amount of information
to give the correct advice to our client. In terms
of working within a project team, it’s going very
well and it will continue to do so. The companies
that are involved have complimentary skill sets
and are quite clear on the direction and target of
the development.”
Two of the companies currently involved in
the project are ALEC Qatar and Gulf Contracting
Company, who are currently involved in the
foundation construction for the mall. When
Big Project ME spoke to Shamma, work was
just about to begin, with final preparations
underway. At the time of print, construction is
well underway.
“They’re mobilising at the moment, they’re
currently doing some basic dewatering, which
was subject to getting the requisite permits and
they’re now gearing up with site offices and site
equipment. You should see, within one or two
weeks, actual construction on the site,” he says.
“Typically, with this sort of construction, it takes
a while to get out of the ground. Fortunately, we
anticipated this and have already completed our
bulk excavation. We awarded a separate contract
before this one (the substructure construction
contract) under a separate, temporary permit,
and we completed the bulk excavation of the site.
Most of the site is down to its basic levels.”
“Now the substructure contractor will do
detailed excavation, specifically the area of his
foundation. It’s in rock, so that could take a bit of
time. We’ve also got some groundwater, which
is another challenge, but that’s typical of any
groundwork construction. Once we get out of
the ground, I don’t anticipate that there’ll be
anything too challenging, because in the end,
even though it’s a beautifully designed structure,
it’s still a two storey building with a basement.
It’s very functional and we’re not pioneers or on
the cutting edge of shopping malls, we’re doing
something that works best for the retailer and the
customer,” he points out.
“TO OUR KNOWLEDGE, THIS IS THE FIRST TIME THAT ANY MALL – THROUGHOUT THE MIDDLE EAST – HAS COMBINED, TO SUCH A LARGE EXTENT, BOTH INTERNAL AND EXTERNAL ENTERTAINMENT”
Connor chimes in to add that with the
substructure package well underway, thoughts
are already turning towards the next stage of the
project, which is looking at how to bring forward
elements of the work, so as to finish things
according to schedule.
“We’re negotiating a fast-track procurement
approach to appoint the superstructure and
contractor for the mall, to basically finish the
job as soon as possible,” he explains. “Once we
get the second part of the development consent,
it’s about taking the initiative from BASREC and
looking to secure a contract to deliver the mall.”
“The target for the development just now is
to achieve a trading date within the third quarter
of 2016. We’re trying to secure a contract in a
more buoyant market, so the quicker we can do
that, the better we can get a jumpstart on the
other major infrastructure works that will be
happening. We’ll still find it a little bit tough, but
the benefits are that there isn’t anything of this
scale and prestige in the retail sector, so I’m sure
the supply chain will be very keen to do business,”
Connor adds.
This future planning becomes even more
interesting when the sheer logistical challenge of
the project is considered. With Shamma revealing
that 10,000 workers are expected to be on-site
at the peak of construction, getting a grip on
logistical issues is crucial to the project’s success.
“We work with our contractors to iron out
these logistical issues,” Shamma says. “It’s a
challenge, but I wouldn’t call it a problem yet.
It’ll be a challenge to bring in a number of
people into and out of the site, where they’ll be
accommodated and all, but our guys are very
good on health and safety and environment.”
Recent reports on Qatar-based contractors
have not looked favourably on the treatment
of workers. Shamma says that his operation
prioritises their welfare.
“We often go to contractor camps and check
on conditions there, even the remote camps.
There are strong policies on health and safety,
which our project managers, Mace, take very
seriously. We take it seriously as a client as well,
it’s always foremost in our minds. The well-being
of the people onsite is essential and you get good
results out of it at the end, with (increased)
productivity and efficiency. That’s always of
prime concern, and rightly so. Gone are the days
of poor conditions on site, dangerous conditions
and so forth. The more the construction
community in Qatar can work on that and move
towards more awareness of HSE, the better,” he
points out.
PROJECT OVERSEERERKareem Shamma is the man overseeing the construction
and development of the Doha Festival City project.
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
ad_224x280mm.indd 1 24-02-14 14:03
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Big Project ME examines why choosing the right leadership is the most important decision a contractor looking to expand into new markets will have to make.
Gavin Davids reports
FOLLOWTHE
LEADER
“Leadership is solving problems. The day
soldiers stop bringing you their problems
is the day you have stopped leading them.
They have either lost confidence that you
can help or concluded you do not care. Either
case is a failure of leadership.”
Colin Powell, American statesman and retired
four-star general in the United States Army
wrote the above quote in his book, ‘My American
Journey’, as he discussed what it was that makes a
good leader.
The core essence of that quote, that leaders
are problem solvers, is a sentiment that echoes
throughout all strata of business and society.
Leaders are those individuals who bring people
together, who get those people to work together
and who ultimately deliver positive results.
What goes into making a good leader is
a little bit more complex, but the common
consensus would be that a leader should have
a good character, should be able to forge strong
relationships and should be trustworthy.
A Forbes report published in 2012 looked at
the qualities that go into making a good leader,
and came to conclusion that there are a core set
of values necessary for successful leadership.
The first of these is honesty, which means
that a business and its employees should be
a reflection of its management. If honest and
ethical behaviour are made a key value by
leaders, then the team will follow suit.
Then there is the crucial ability to delegate.
It’s vital that leaders learn to trust their team
with the company vision, otherwise progress to
the next stage will be hampered. It’s important
to remember that trusting the team is a sign of
strength and not weakness.
Another important factor in successful
leadership is communication. If leaders can’t
relate their vision to the team, working towards
the same goal will be difficult.
Keeping up confidence levels is another
vital factor in leadership. Assuring everyone that
setbacks are natural and the important thing
is to focus on the larger goal is one of the more
important roles a leader can play. Staying calm
and confident will help keep the team feeling
the same.
Be creative urges the report and accept that
when leading a team through uncharted waters,
and there is no roadmap on what to do, you
may need to rely on intuiton. Everything can be
uncertain, and as many leaders know, the higher
the risk, the higher the pressure.
Taking that report as inspiration and
considering the burgeoning construction
market in the GCC, Big Project ME looked to
the industry to find out how careful thinking
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and planning can be shaped by individuals and
companies.
With established local contractors looking
to expand and global contractors looking to
enter the region for the first time, competition is
fierce. As such, it’s crucial that mistakes are kept
to a minimum, and a large part of doing so is
ensuring that the right leadership is in place.
If the project team is expected to work hard
and produce quality content, leaders are also
going to need to lead by example, the report
suggests. These are the very same qualities that
construction companies should look for when
hiring new executives and senior management,
says Kez Taylor, CEO of ALEC, one of the largest
and most prominent construction contractors in
the UAE.
“Interestingly enough, research has
been carried out on construction projects in
America, they have tried to establish what
makes construction projects successful. They
investigated systems, programmes and looked at
every facet of the projects. In the end there was
only one key criterion that was a differentiator
and that was having the right leadership in place.
The right leadership on the project determined
the success of the project” says Taylor.
“The people with the right qualities
and leadership skills were successful in all
environments, the good, the bad and the
challenging. The people that were mediocre
were consistently mediocre, regardless of the
environment they encountered.”
This view point is backed up by Ziad Awad,
SVP and head of Region, Middle East and
Africa, for SNC-Lavalin, a Canadian engineering
and construction group that operates in more
than 40 countries. The firm recently opened its
regional head office in Abu Dhabi, which
will support development in the Middle East
and Africa.
Having held senior positions and as a board
of directors member for a number of leading
international companies, Awad’s role is to
develop a strong local platform that will enable
SNC-Lavalin to deliver on its regional strategies
and goals.
He says he’ll be focusing on “the
optimisation of our assets” and legal entities,
the coordination of local stakeholder initiatives
and the establishment of an efficient business
infrastructure.
Furthermore, he’ll be tasked with the
implementation of regulatory and corporate
priorities in ethics and compliance. In short,
he’ll be tasked with fulfilling a number of the
conclusions laid out by Forbes in the article
quoted above. Clearly he’s got his hands full.
“The opening of this regional head office will
allow us to strengthen our client relationships,”
he tells Big Project ME. “We can expand our
commercial opportunities and have the best
business platform to deliver projects according
to clients’ expectations.
“(You need to have) a strong knowledge of
the sectors covered (by SNC-Lavalin) and an
understanding of the region,” he comments,
explaining why he was chosen for the job. “I
have cross experience, in both the sector and in
the region, and I think it’s ideal to support the
ambitions of the group within the region.”
According to Awad, the Middle East region is
a highly pressurised environment where many
of its direct competitors are jostling for position
with quickly expanding firms from Asia. He
argues that SNC-Lavalin’s experience places it
above these competitors.
“SNC-Lavalin has a long history within
the region, and we’ve established strong
relationships with our clients throughout large
“IF YOU LOOK AT ALL THE TALENT IN THE MIDDLE EAST MARKET, THERE ARE GREAT PROJECT ENGINEERS, BUT THESE ARE NOT PEOPLE WHO CAN SELL AND MARKET A PROJECT THAT HAS BEEN CREATED”
contracts. I am convinced it will make the
difference in the coming years,” Awad asserts.
Building relationships with clients is a key
factor for ALEC’s business, adds Taylor.
With a Qatari office already established
and working on its second project in the GCC
country, he says that one of the key components
to creating success is to hire leadership that will
VIEW FROM THE TOPLeaders should create an environment where individuals feel able to deliver bad news upwards.
31MARCH 2014 MID
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set about building trust and confidence in
the contractor.
“When entering into a new market, a
company is not well known as a trading
organisation. The way you interface and interact
with the supply chain and subcontractors is
critical to the success of the company. As a main
contractor, you have to create an environment
where all parties can perform and execute their
jobs effectively and ultimately succeed.”
“The main contractor is responsible for
ensuring that the programme is set up correctly
and everyone is aligned. If this is not established
and maintained, then the supply chain will not
effectively perform in the given environment,”
Taylor warns.
“Trusting relationships need to be built and
all parties should honour their commitments.
Any deviation from this could potentially lead to
failure. Creating an environment where people
can rely and trust you is key to success and is
where all parties can make money and perform.
By creating this environment you will have more
businesses wanting to work with you. If the right
environment is not created, in a new area, the
business is likely to be unsuccessful.”
Yu Tao, the CEO and president of China State
Construction Engineering Corporation (Middle
East), agrees wholeheartedly with this. In an
IRAQ EXPANSIONArabtec Holding, the UAE-based engineering and construction group of companies, has announced that it plans to open an office in the Iraqi capital of Baghdad.
The move comes as the company, which is known to specialise in complex projects in the Middle East and North Africa region, looks to capitalise on Iraq’s high potential, particularly in oil and gas and infrastructure.
“We see great potential for Arabtec in Iraq. 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. Launching our business in Iraq follows our recent expansion into the Balkan States, and achieves yet another significant step in our growth strategy,” said Hasan Abdullah Ismaik, managing director and CEO of Arabtec.
The opening of Arabtec’s office in Baghdad is to facilitate the company’s planned growth in the Iraqi market, he added. The move is in line with the Company’s business growth strategy to diversify into higher-margin segments, particularly infrastructure and oil and gas.
Furthermore, the office will serve as a platform for expansion by Arabtec Holding’s joint ventures and subsidiaries, in what is expected to become the region’s most lucrative construction market.
Arabtec is already in advanced discussions with a number of clients in Iraq for large-scale projects in its target sectors, Ismaik added, along with talks with the Iraqi government.
“We are already in talks with the Iraqi Government over a number of mega projects. These talks are at an advanced stage and we hope to announce the results in the very near future.”
A major thrust behind Arabtec’s expansion into Iraq is to pave the way for its newly formed joint venture with Samsung Engineering and the soon to be announced joint venture with GS Engineering and Construction, which will tap into the huge potential of the Iraqi market.
Ismaik said that Arabtec has already begun looking for candidates for senior management posts in Iraq, including CEO candidates.
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interview with Big Project ME in February, he
says that as far as he’s concerned, it’s natural for
companies and clients to question the presence
of a new entry into the market.
“It’s very natural, if they don’t know you,
even though you may have a big name around
the world, they’ll still have many questions to
ask. So to manage this situation, what we’ve
done is deliver,” Tao asserts. “We’re probably the
biggest building contractor in the world, but this
doesn’t mean that we’ll take projects easily, or
that we believe that our reputation is there and
we don’t need to spend so much time on project
management. This won’t work. I’ve spent a lot
of time, not just pursuing the clients to award
the contract, but I’ve spent more time with
my colleagues, on the day-to-day operations.
Every month, for the last ten years, I’ve chaired
operation meetings and I know most of the
details for each project, so that when the client
asks questions, I’m prepared and I know what
we’re doing and where we need to improve.”
Given the attitudes prevalent amongst these
contractors, one would assume that all is well
with the leadership roles of the contracting
industry. However, Sudarshan Sharda, associate
partner with Postive Moves, an executive
recruitment consultancy operating in India,
Australia, Singapore, Hong Kong, France and
the UK. Sharda says that when it comes to the
Middle East, one of the major challenges facing
the construction industry is a lack of ‘holistic
talent’ for leadership roles.
“Within the construction space, these
markets work a little differently. In normal
markets, you would have people who have
grown up the ladder, working from a project
engineer on a specific project to becoming
a director of construction, with 20 different
projects under their realm of authority,” he
explains. “What happens in the Western world,
and I’ve also seen this in the East, is every
massive project – which could be millions of
square feet of development – has a specific
individual who acts as a CEO.
“He or she is responsible for the complete
gamut of activity, from acquisition through
to the entire construction phase – design,
construction and post-construction. The
problem is, with the Middle East industry, is that
you don’t find holistic talent that can be CEO’s.
You find technical experts who have grown up
the ladder, and are now tasked with doing some
sales and marketing as well.”
Sharda points out that sales and marketing
is a crucial aspect of being a leader in today’s
construction industry. Although a contractor
may not necessarily have to worry about land
acquisition and business development for a
project, the level of competition in the Middle
East market means that CEOs and senior
management must be versed in the art of
marketing themselves to clients.
“Maybe the market was such that anything
you did sold easily, but I think in the last five
years, things have been difficult for the market.
Sadly people are realising that it’s not just about
the quality of construction or your background,
but also about how you sell yourself.”
“If you look at all the talent in the Middle
East market, there are great project engineers,
these are big guys when it comes to technical
capabilities, they know the new ways of
construction and means, but these are not
people who can sell and market a project that
has been created,” he explains. “In my mind, in
the Middle East, you’ve got the locals who are
doing the first part, the land acquisition and
business development. Then the second part of
it, which is the whole pre-construction part, is
being done by technical guys who come from
different parts of the world, then the third phase,
the sales and marketing phase, I think the region
lacks that now.”
“IF YOU LOOK AT ALL THE TALENT IN THE MIDDLE EAST MARKET, THERE ARE GREAT PROJECT ENGINEERS, BUT THESE ARE NOT PEOPLE WHO CAN SELL AND MARKET A PROJECT THAT HAS BEEN CREATED”
PREPARED TO QUESTIONYu Tao spends time with his teams to ensure he is fully aware of progress when meeting clients.
STANDING APARTSNC-Lavalin says it is
considered ahead of its competitors because of
its experience.
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Project Name Dubai Tram
Project Type Public Transportation
Project Value $1.02 billion
Contractors Alstom, Besix and Parsons
Client Road and Transport Authority
Consultant Systra
Operator Serco
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Ever since the Roads and Transport Authority
(RTA) launched the Dubai Metro project in
2009, the city has seen a constant focus on
the improvement of its public transport net-
work. Having first opened with 10 of 29 stations
in 2009, Dubai Metro’s Red Line was declared
complete in April 2010.
This was swiftly followed by the completion of
the Green Line of the Metro in September 2011,
extending the metro transport network across the
entire city.
Coupled with the pre-existing bus and taxi
network, it was assumed that Dubai’s public
transport needs were covered for the foresee-
able future. However, that would have been an
underestimation of the vision of the UAE and the
RTA, with plans launched almost immediately
to construct a tramway that would encircle the
Dubai Marina and Al Sufouh Road.
The project has been designed to be an inte-
gral part of the Dubai transport network, linking
the Dubai Metro and Palm Monorail. It will run
along Al Sufouh Road and Jumeirah Beach Road,
from Mall of the Emirates to the Dubai Marina.
Originally planned for completion in 2009, the
Dubai Tram project has endured a difficult run,
with the economic crisis having delayed it until
2012, and then subsequently to 2014.
It was finally announced, at the end of last
year, that testing on the trams would commence
Big Project ME gets an exclusive first look at the Dubai Tram project with Abdullah Yousif Al Ali, acting CEO of the RTA’s Rail Agency. Gavin Davids reports
OPERATIONREADINESS
in January 2014, ahead of a scheduled November
2014 launch.
“The Dubai Tram is expected to further
consolidate the public transport image in Dubai
and help improve the accessibility and mobility
within Dubai in general, and the new leisure and
business districts of the city in particular,” says
Abdullah Yousif Al Ali, acting CEO, Rail Agency
– RTA, in an exclusive interview with Big Project ME. “Being the first of its kind in the region and
one of the most sophisticated tram projects in the
world, it will add more value to the existing public
transport networks in Dubai.”
“THE DUBAI TRAM IS EXPECTED TO FURTHER CONSOLIDATE THE PUBLIC TRANSPORT IMAGE IN DUBAI AND HELP IMPROVE THE ACCESSIBILITY AND MOBILITY WITHIN DUBAI IN GENERAL”
TEAM EFFORTDubai’s tramway scheme is being overseen by Alstom, Besix and Parsons.
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On 25 January, 2014 the RTA announced that
testing on the $1.02 billion project would begin,
with the first zone nearly completed and ready
for operation. The second stage of testing has
been pencilled in to start on 16 April 2014, the
authority says. Testing on zone three – that which
connects Dubai Marina and Jumeirah Beach
Residence – is due to begin on 14 June.
“Test activities include both static and dynam-
ic tests. The first test run went exactly as planned
and testing will continue till October 2014 to
ensure that all systems are performing and the
safety of the tram during operation is assured,” Al
Ali explains.
Given that the Tramway is being built in
the midst of – and the trams will travel through –
pre-existing infrastructure, the challenges
associated with the project are considerable.
One of the main causes of the delays has
been that the construction team, consisting of a
consortium of Alstom, Besix and Parsons, have
had to work around utilities that could not,
under any circumstances, be interrupted, as
Al Ali explains.
“(Furthermore) there were a large number
of road diversions in an already congested area.
As a result, there had to be coordination with a
number of developers, who all had different and
sometimes conflicting needs,” he adds.
“The Dubai Tram project came immediately
after the Dubai Metro project and a large number
of lessons learnt on the Metro were implemented
on the Tram. We in the RTA usually produce a
report containing all the lessons learnt at the end
of all our projects,” Al Ali continues to explain.
“These are used to develop and improve the
works on new projects.
“Some of the most notable lessons learnt are:
First, early coordination with all the stakeholders
is required to ensure that their needs and require-
ments are included in the contract.”
“Secondly, the tram and metro projects
should be run as an integrated programme of
sub-projects to ensure the proper integration of
all activities related to the successful launch of
revenue service,” he explains further.
DUBAI TRAM IN DETAILThe fleet comprises 11 trams in the initial phase, and 14 trams will be added in Phase II such that the total number of operating trams will be 25 trams. The tram ridership is expected to be 27,000 riders per day at the start of operations in 2014, and the ridership is bound to pick up to hit 66,000 riders per day by 2020.
Each tram measures 44m in length and has a capacity to accommodate about 300 riders. The Tram has a Gold Class car, one car designated for women and children and five Silver Class cars. The tram’s cars and stations will have high end interior finishing, and feature state-of-the-art technologies in the media and display of entertainment materials. In the stations, the passenger platform will span 44m and is set to be equipped with Platform Screen Doors and Automatic Fare Collections systems.
The tram track basically extends at-grade level along Al Sufouh Road but rises in an elevated section when passing across certain parts of the Dubai Marina for reasons dictated by urban context.
It links up with the Metro system at two stations along Sheikh Zayed Road (Dubai Marina and Jumeira Lake Towers stations) and with the Monorail of The Palm Jumeirah at the entrance of the Palm from Al Sufouh Road via footbridges to ease the transit and transfer of passengers between the two modes.
Al Sufouh Tram is considered the world’s first tramway project outside France powered by a ground-based electric supply system extending along the track, thus obviating the need for overhead power cables.
It is also the world’s first tramway that uses Platform Screen Doors in passenger stations fully aligned with the tram’s doors opening and closing mechanism, providing maximum convenience, safety and security for its passengers.
Source: RTA Website
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PROJECT SPECIFICATIONSn Total line length:
14.5 km
n Average operational speed: 20 km/h
n Approximate time taken to travel full tram line: 30 minutes
thanks to the new integrated multi-modal rail
system of Dubai,” Al Ali asserts.
With the deadline for completion fast ap-
proaching, there still remains much to be done.
With the current project extending a total of
14.6km, with 17 stations along the way, Al Ali says
that Phase I of the tram project is just the start,
with plenty more to come.
“The RTA has developed a comprehensive
Rail Master Plan that responds to the current and
future needs of Dubai,” he explains. “The plan has
adopted some proposals for new rail lines (metro
and tram), as well as the future extension for
some existing lines.”
“In this domain, the current Dubai Tram pro-
ject is 10.6km, which extends between Dubai Ma-
rina and the Tram Depot near the Dubai Police
Academy. It represents Phase I of the Dubai Tram
project. Phase II will be extended for a further five
kilometres and seven stations to both the Mall of
the Emirates and Burj Al Arab at Jumeirah Road,”
Al Ali says, highlighting the ambitious vision
behind the project.
“THE BUILDING OF SOME OF THE TRAM STATIONS NEAR METRO STATIONS WAS INTENDED TO PROVIDE A DIRECT LINK AND TRANSFER OF PASSENGERS BETWEEN THE TWO MODES OF PUBLIC TRANSPORT”
collaborative effort and performance so far as
‘satisfactory’.
As mentioned earlier, the over-arching plan for
the Dubai Tram project is to eventually integrate
with the rest of Dubai’s transport infrastructure.
As such, the consortium and the RTA Rail Agency
have worked together to ensure that the tram
stations are accessible to commuters.
“The building of some of the tram stations
near Metro stations was intended to provide a
direct link and transfer of passengers between the
two modes of public transport. The Dubai Metro
project comes as part of the RTA’s strategic plan,
which aims to develop an efficient integrated
multimodal public transport network for Dubai,”
the acting CEO of the Rail Agency explains to Big Project ME.
“The outcome of the Dubai Tram system will
help provide a faster and more reliable way to get
around in some of the most vital communities in
Dubai, with zero emissions and hassles. The trip
to Downtown and other major business hubs of
Dubai will be more convenient and hassle free,
ELEVATED APPROACHOnce completed the stations on the Dubai Tram will pro-vide links to the existing and popular Dubai Metro.
However, Al Ali is quick to point out that the
consortium is working in tandem with the con-
sultant, Systra and the RTA team, to successfully
deliver the project, pointing out that the teams
are in daily communication to resolve any issues
or difficulties that may arise. He assesses their
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Big Project ME examines the North African construction and real estate markets as investors and developers begin to view the region with cautious optimism.
Gavin Davids reports
NORTH AFRICA
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A REGION OF CONTRASTA frost covered Fez in Morocco, a country investing into infrastructure.
Ever since the Arab Spring took hold across
Northern Africa, the region has been given a
wide berth by a construction industry wary
of entangling itself in situations that would
put lives and investments at risk.
Nowhere has this been more evident than in
Libya, which saw billions of dollars in projects
abandoned in the wake of the 2011 revolution
which left thousands killed and the country
devastated. Meanwhile, Egypt has lurched from
one crisis to another, with a population and
government constantly at odds with each other.
Therefore, it’s not surprising that construction
firms, even ones that are comfortable operating in
conflict areas, have been reluctant to get heavily
involved in projects in the region, as David Welch,
president of Bechtel Europe, Middle East and
North Africa, explains to Big Project ME.
“I know these places (Libya, Egypt and
the other North African nations) very well,
having visited them a number of times, but to
be honest, we’re risk averse when it comes to
security. We’ve had a lot of difficulty in some
places and we’re very conscious about the
security of our employees and those who work
on our projects,” he says.
“We have an electricity project in Sirte,
Libya – we’re the construction managers for it,
we’re having to manage that from afar because
of the security concerns. We’re not happy with
that, to be honest with you. My colleagues, the
construction and engineering guys, they’re
hands-on people and they like to be right there
onsite. So there’s a lot of dissatisfaction when we
have to manage from afar. It’s possible to do, but
it’s not the way we like to do it. However, I don’t
see that changing very quickly right now.”
This scenario is one that’s repeated across
many construction firms with operations in
the North African countries. However, it’s
not all doom and gloom, with a number of
independent observers pointing out that there
have been some significant good news stories
coming out of the region. A report entitled:
‘Deloitte on Africa – African Construction Trends
AWAKES
Al Garawi GroupAl Garawi Galleria, Al Orouba-King Fahad Highway Junction OlayaP.O. Box 41122, Riyadh 11521, Saudi ArabiaTel.+966 1 4196096 / 4195058 Fax. +966 1 4196101 / 4196103email:[email protected] / www.algarawigroup.com
MedcoP.O. Box: 17301, Jebel Ali, Dubai, U.A.E. Tel.: +971 4 881 8821 Fax: +971 4 8818944,
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
email:[email protected]
Al Garawi Group an authorized distributor of the following licensee for Saudi Arabia, U.A.E., Bahrain, Qatar, Oman, Jordan, Lebanon, Kuwait and Yemen.
Wolverine World Wide, the global footwear licensee for Caterpillar Inc.
Al Garawi GroupAl Garawi Galleria, Al Orouba-King Fahad Highway Junction OlayaP.O. Box 41122, Riyadh 11521, Saudi ArabiaTel.+966 1 4196096 / 4195058 Fax. +966 1 4196101 / 4196103email:[email protected] / www.algarawigroup.com
MedcoP.O. Box: 17301, Jebel Ali, Dubai, U.A.E. Tel.: +971 4 881 8821 Fax: +971 4 8818944,
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
email:[email protected]
Al Garawi Group an authorized distributor of the following licensee for Saudi Arabia, U.A.E., Bahrain, Qatar, Oman, Jordan, Lebanon, Kuwait and Yemen.
Wolverine World Wide, the global footwear licensee for Caterpillar Inc.
42 MARCH 2014MID
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Report 2013’ points out that although the short
to medium term outlook for infrastructure
development is fairly uncertain, the demand for
development still remains.”
According to the report, there are reasons to
optimistic about progress in the region despite
turbulence in countries such as Egypt, Libya and
even civil war-stricken Syria.
“In North Africa, French-speaking Morocco
is a primary hub of infrastructure development,
particularly within the energy and power sector.
In its southern Tarfaya region, development
of what will be Africa’s largest wind farm
is underway. Completion of this project is
scheduled for 2014,” the report said.
With no real hydrocarbon reserves to speak
off, Morocco aims to fulfil 42% of its energy
requirements through renewable energy
resources by 2020, with a plan in place to produce
4,000MW. Half of this generation capacity is to be
sourced from solar energy, with the remaining
2,000MW coming from wind power.
“Also in the north of Africa, Tunisia is in the
process of building a Rapid Rail Link, which is
scheduled for completion around mid-2014.
Algeria has two gas processing facilities being
constructed, which are being prioritised over
power works,” the report continues.
Libya is also a market that will be of
future strategic importance due to European
dependency on oil, it adds. “The new Libyan
government’s project to generate an asset
register of state-owned assets is an important
signal of a country that is committed to future
development.”
Despite the political instability and unrest
in Egypt, it remains a strategically important
country in the region. This is a view backed by
Craig Plumb, head of research – MENA, for Jones
Lang LaSalle (JLL).
As one of the authors of the Cairo Real Estate
Market Overview for Q4, 2013, Plumb is well
placed to comment on the changing face of the
city’s changing real estate dynamics.
“While there remained isolated incidents of
social unrest, the fourth quarter was generally a
period of political and economic stability with a
number of encouraging signs of improvement on
both the political and economic fronts,” he writes
in the report.
“The government has progressed with the
proposed ‘road map’. The constitution has been
drafted and overwhelmingly accepted in the
recent referendum. This has resulted in a return
of investor confidence towards Egypt.”
“TO BE HONEST, WE’RE RISK AVERSE WHEN IT COMES TO SECURITY. WE’VE HAD A LOT OF DIFFICULTY IN SOME PLACES AND WE’RE VERY CONSCIOUS ABOUT THE SECURITY OF OUR EMPLOYEES AND THOSE WHO WORK ON OUR PROJECTS”
EGYPT’S IMPORTANCE Despite instability and
unrest, the country is showing signs of shrugging
off its recent problems.
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GRACE® and PREPRUFE® are trademarks, registered in the United States and/or other countries, of W. R. Grace & Co.-Conn. This is an independent publication and is not affiliated with, nor has it been authorized, sponsored, or otherwise approved by The Big 5. This trademark list has been compiled using available published information as of the publication date of this brochure and may not accurately reflect current trademark ownership or status. Grace Construction Products is a product group of W. R. Grace & Co.-Conn. © Copyright 2013 W. R. Grace & Co.-Conn.
n Structural Waterproofing n Concrete Admixtures and Fibresn Specialty Grouts and Injectionsn Architectural Concreten Cement Additives
44 MARCH 2014MID
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MARKET REVIEW NORTH AFRICA BIGPROJECTME.COM
This upswing in confidence has resulted in
a number of positive moves for the Egyptian
real estate and construction market, with Cairo
especially likely to benefit. Plumb’s report
addresses a new law that has been drafted to
simplify property registration in new urban areas
such as New Cairo and 6th of October City.
“This law will also provide better access to
real-estate loans for the lower income sector,”
notes Plumb. “The minister of housing has also
agreed to amend existing regulations in the
construction laws, to prevent further spread of
slum development.”
Some of the major projects either underway
or in the planning stage in Cairo also include
Emaar’s $428 million projects in New Cairo and
6th of October. The UAE based developer has
requested a total of 300,000sqm of land from the
Ministry of Housing to develop the two projects.
Palm Hills has also announced plans to
inject a further $142 million to speed up the
construction and delivery of units in their existing
projects in Cairo.
Meanwhile the Middle East Company for
Touristic Investment (MECTI) has announced
plans for a new 500 room hotel in Sharm El
Sheikh, investing around $14.5 million in the
project.
In addition, the JLL report says that the
Sabbour Real Estate Group has won a recent
auction for a 70,000sqm plot of land in New
Cairo. However, the research team points out
that it is unclear whether the land will be used for
commercial or residential purposes.
Welch adds that Bechtel has a few projects in
Egypt and that the recent upheavals caused a few
issues for his firm.
“In Egypt, we still have on going work, and
the recent disturbances were a bit of a shock.
The American and British governments were
advising some citizens not to travel there, as well
as some Gulf governments too, so we have a lot of
employees who are very cautious of those travel
warnings, but we think that we can operate in
Egypt effectively,” he asserts during an interview
with Big Project ME.
“In Algeria, we’ve had a number of projects
there in the past, but we haven’t got any current
businesses and we’re not pursuing it right now.
Morocco would be fine, but our track record there
is not very deep, but we’ll take a closer look at
Morocco,” he adds.
While it’s clear that deep uncertainties
remain across the North African markets, it’s
equally evident that it is also a tremendously
enticing proposition for construction firms across
the world.
With competition in the neighbouring GCC
region heating up, perhaps the time to take a
punt on North Africa is approaching, as Thomas
Gibian, chief executive officer of Emerging
Capital Partners, an international private equity
firm, says.
“ECP has invested in various African
engineering and construction companies
since 2006, and we have long been evaluating
opportunities in the North African market,”
says Gibian. “Unlike many western markets,
North African real estate and construction is
generally driven by a lack of supply to meet
the increasing demand from both foreign and
domestic companies.”
“ECP views the construction markets across
North Africa as uniquely poised for growth,”
adds Vincent Le Guennou, executive vice
president of ECP. “We believe the strong supply
and demand imbalance in the sector is a
compelling reason to invest.”
TUNISIA TURNAROUND?Medina in Sousse, Tunisia, a country that has undergone massive changes.
“UNLIKE MANY WESTERN MARKETS, NORTH AFRICAN REAL ESTATE AND CONSTRUCTION IS GENERALLY DRIVEN BY A LACK OF SUPPLY TO MEET THE INCREASING DEMAND FROM BOTH FOREIGN AND DOMESTIC COMPANIES”
NORTH AFRICA INDUSTRY BREAKDOWN
Industry value:
$6715 million
n 59% Energy/power
n 14% Transport
n 14% Real Estate
n 9% Water
n 4% Mining
Source: Deloitte
FOR A SPACE THAT REALLY ‘GETS IT’.THE FLOOR IS YOURS. TALK TO US.WHEN IT COMES TO IMPROVING YOUR FACILITY, NOBODY HAS MORE TO SAY THAN YOU DO. SO OUR FIRST PRIORITY IS TO LISTEN. BY WORKING WITH YOU EVERY STEP OF THE WAY, NORA WILL HELP YOU TURN YOUR IDEAL SPACE INTO A REALITY.
Sales contact UAEnora systems GmbH (JLT Branch)
2008 HDS Business Centre| Jumeirah Lakes Towers
PO Box 478392 | Dubai, UAETel.: +971 (4) 450 8175Fax: +971 (4) 450 8374
E-mail: [email protected]/corp
Anz_Crossline_Dubai_220x275.indd 1 22.01.14 14:37
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SPECIAL FEATURE DRY WALLING BIGPROJECTME.COM
With the UAE market riding high on increased construction activity, Big Project ME examines if and how drywalls can contribute to speedy architectural work
DESIGNERDRYWALL
Scott Carter, a Chicago-based artist may
just have redefined drywalls with his own
unique twist on them.
Carter, a graduate of the Savannah
College of Art and Design was in the news last
month for having ‘entered a few gallery rooms
and deconstructed the walls to build practical
objects’, as it was described by lifestyle website
pastemagazine.com.
Involving the building of tables, chairs and
artefacts using different shapes and elements of
drywalls, Carter’s work redefines the building
material into a more evolved architectural and
design element. Understandably, then, Big Project ME was curious to discover the value
of drywall application as beyond its typical
parameters.
“Modern high performance drywall systems,
at their most basic, comprise a high strength
metal framework – floor and ceiling channels
with vertical studs between – and a plasterboard
lining,” says Jason Hird, senior technical
development manager at Gyproc Middle East.
“Different stud widths and profiles, and a choice
of lining options, means the construction is very
versatile.
“With the latest generation of lightweight wall
and partition systems construction is simpler,
faster and more flexible. They’re installed in
half the time of masonry, so fit-out can proceed
quickly,” Hird adds. “There’s less down-time and,
unlike masonry systems, they don’t rely on the
skill and accuracy of the installer for optimum
performance.”
The most prominent advantage of drywalls is
their inherent ability to save time.
“Drywall is many times quicker than
blockwork, as it is not as limited by functionalities
of the latter, where only a certain number of
courses of block can be laid per day,” says Chris
Service, operations manager at Khansaheb
Interiors. “Gypsum is ideal for the installation of
services as one side of the wall will be boarded at
a time; the services are then installed, followed by
the other board.
47MARCH 2014 MID
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SPECIAL FEATURE DRY WALLING
Scott Carter, a graduate of Savannah College of Art and Design and the School of the Art Institute of Chicago, will display his drywall sculptures with Beers Contemporary at the London Art Fair later this year. Carter entered a few gallery rooms and deconstructed the walls to build practical objects.
Carter’s furniture sculptures ‘Less is More’ (living room chairs) and ‘A Temporary Engagement’ (dining room table and chair) are built out of drywall and carved into circles, rectangles and linear planes, while ‘Departing from the Rules of Harmony’ (neoclassical bust) was created from galvanized steel studs and different drywall shapes that have been stacked and spliced in order to recreate a 17th century statue by Antonio Canova. Carter’s purpose of creating these pieces of furniture is to ponder the value of modern architecture, design and gallery spaces. – pastemagazine.com
INSPIRED ARCHITECTURE
“In blockwork, the wall is installed, followed
by chasing for the services. The wall is made good
and finally plaster is installed. This is both time
consuming and messy,” adds Service.
Additionally, plasterboards are also
preferred for their fire-resistance abilities. Large
manufacturers of drywalls pass their products
through rigorous in-house and third-party tests to
ensure appropriate fire-resistance standards are
met and achieved.
“Many architects prefer drywall systems
because they are tested to provide a set level of
performance in key areas such as fire, acoustics
and impact resistance, so are easier to specify
for more complex projects,” says Hird. “At the
Sharjah Expo Centre, for instance, a minimum
60-minutes fire protection was essential to
both sides of the extra wide span ceilings; the
design ruled out traditional lining solutions,
but an appropriate Gyproc drywall system was
developed to meet all requirements.”
Understandably then, the applications of
drywalls are not limited to sectors, and can be
incorporated across various structure verticals,
such as healthcare, military and so on.
“The portfolio of drywall systems can now
cater for an incredibly wide variety of both uses
and sectors, achieving acoustic requirements,
fire ratings and strength,” says Service. “There
are even lead linings available for x-ray rooms in
hospitals.”
Hird echoes this view: “because our systems
meet multiple criteria, such as fire performance,
high levels of acoustics and good impact
resistance, they are extensively used in hospitals
and schools where noise control is key and
impact resistance is essential to prevent damage
in high traffic areas.
“They are also a firm choice for high-
rise towers, because of their excellent fire
performance,” continues Hird, whose noise,
moisture, mold and pollutant resistant products
at Gyproc Saint-Gobain have been used in GCC’s
health sector, such as in Abu Dhabi’s Cleveland
Clinic and Doha’s Naufar Healthcare Facility.
As is the case with most multi-functional
building materials, drywalls also bring with them
the challenge of application and the requirement
of product-knowledge. “Contractors during
construction have to be careful about who is
employed to erect the drywalls,” warns Service.
“There are many sub-contractors who install
drywall as it is perceived to be straightforward,
but they often use labour who might be untrained
and of a low skill level. This will result in poor
finishes and reduced longevity.
“DRYWALL IS QUICKER THAN BLOCKWORK, AS IT IS NOT LIMITED BY THE FUNCTIONALITIES OF THE LATTER, WHERE ONLY A CERTAIN NUMBER OF BLOCKS CAN BE LAID PER DAY”
NEW HORIZONS Drywalls are gaining
global popularity as new architectural options
48 MARCH 2014MID
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SPECIAL FEATURE DRY WALLING BIGPROJECTME.COM
“We alleviate that challenge at Khansaheb
with the in-house set of drywall installers whom
we have trained in a way to allow efficient
undertaking of operations,” continues Service,
emphasising on the need for training to enhance
drywall application.
“One of the key benefits in drywalls
for contractors is simplicity,” says Michael
Monaghan, technical academy manager at
Gyproc Middle East. “The basic skills needed
to erect the systems can be taught quickly, and
contractors can even up-skill their workforce on-
site. Modular one or two-day training courses can
provide all of the knowledge and skills needed,
as well as teaching important issues such as
safety, correct handling techniques and site best
practice.”
As Carter’s artworks demonstrate, drywalls
can clearly be modified – with appropriate
handling – to find better roles in the building
process and better their incorporation into the
designing aspect of a structure.
“We (Khansaheb) regularly undertake curved
walls and domes made of drywalls; we are even
doing cornices of late,” informs Service. “Our
factory includes a trained team working on a
“CONTRACTORS DURING CONSTRUCTION HAVE TO BE CAREFUL ABOUT WHO IS EMPLOYED TO ERECT THE DRYWALLS”
“Gyproc plasterboards contain recycled
gypsum and are fully recyclable,” informs
Robinson. “Our liners are made from 100%
recycled paper fibre.”
Service feels that while the recyclability
of drywalls is a very plausible concept,
advancements are required in the region’s
ability to hone the same. “Plasterboard can be
recycled,” he explains. “The UAE, however, is
not yet as developed as many other countries
where recycling of Gypsum is commonplace.
Nevertheless, it is evident there is a drive to
improve it here.”
The advantages of drywalls are many – while
the industry has argued against the product’s
ability to sustain weights or prevent moisture
accumulation, market leaders such as Gyproc
Middle East and Khansaheb Interiors are showing
how relevant technologies can be developed to
reduce the perceived disadvantages of drywalls.
Their cost-effectiveness is an obvious benefit of
usage – unit rates per metre square for drywall are
typically over 40% less than those of equivalent
masonry, says Hird – but Carter’s works prove
drywalls have the ability to adapt to UAE’s
futuristic architecture.
NOT FOR ALLAll industry experts agree on the need for specialised training for drywall-installation
Megacom gypsum machine, which allows all
bulkheads to be pre-made at a speed and quality
that would otherwise be impossible to achieve
on site.”
“At SEGA Republic’s indoor park in Dubai
Mall, curved partitions and tall bulkheads were
created using a system specially designed for
curved applications,” says Peter Robinson,
marketing manager for Gyproc Middle East.
The case for sustainability persists across
drywalls too – with the need to ‘go green’ affecting
most major developers and consultants in the
region, drywall manufacturers and suppliers are
not too far from accommodating environment-
friendly requirements into their products.
50 MARCH 2014MID
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MARKET REVIEW SANITARY-WARE BIGPROJECTME.COM
SYMBOTIC RELATIONSHIPThe sanitary-ware market stands to benefit from construction growth in the region.
51MARCH 2014 MID
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MARKET REVIEW SANITARY-WARE
Big Project ME explores the economics behind GCC’s growing domestic sanitary-ware market
HOMEADVANTAGE
a fruitful sector of the region’s construction
industry. Ramesh broadly divides the upward
movement of the sanitary-ware market to three
interrelated factors.
The GCC’s construction market is recovering
steadily, notes Ramesh, especially from the first
quarter of 2013, and the strong financial strength
of major countries like KSA, the UAE and Qatar is
giving it a boost.
“Governments of the GCC countries have
allocated a considerable share of their spending
on developing the construction industry,
especially educational institutions, healthcare
facilities, and affordable housing, apart from their
infrastructure investments. Even in the UAE, the
construction market is gradually reviving, mainly
through the resumption of delayed projects,”
Ramesh continues.
“The demand for sanitary-ware in the
GCC is quickly increasing through private
and government spending on construction
development in residential, healthcare,
educational, and other commercial sectors,”
he adds. “Private residential apartments
and government housing complexes are the
The GCC’s vast construction industry, with
its many functions and services, is often
impacted by seemingly simple factors –
building materials, for instance.
A report by Saudi daily Arab News claims
while investment in construction could be up to
$298.6 billion (SAR1.12 trillion) by 2016, some
materials, such as sanitary-ware, are still not
easily accessible in the market.
“The lucrative sanitary-ware market is
highly correlated with the construction sector
growth,” says Kumar Ramesh, industry manager,
environmental and building technologies
practice (MENASA), Frost & Sullivan.
“Within two decades since the inception of
sanitary-ware production, the GCC became one
of the prominent sanitary-ware hubs of the world.
Moreover, the region has some of the world’s top
manufacturers contributing about 6-7% of the
world’s sanitary-ware production volume. The
GCC market demand for sanitary-ware amounted
to 15.6 million pieces in 2013 and it is likely to
reach 26.9 million pieces by end of 2018.
“The sanitary-ware market, a subset of the
ceramic industry, will benefit from the dynamic
growth and market penetration of the same
industry to reach untapped market segments,”
explains Ramesh.
Viewed mostly as a design-driven
functionality, sanitary-ware products are
gradually expanding into a market of their own.
Local production of sanitary-ware in the UAE and
GCC has significantly reduced costs of imports
from Asian and European markets, making it
prominent end-user segments contributing about
40% of the total GCC sanitary-ware market.
“Residential sector growth is driving the
market to the next level, especially in select
counties like KSA, the UAE, and Qatar. Increasing
hospitals and educational organisation
developments in Qatar have resulted in 12% and
10% market share respectively,” divulges Ramesh.
Toni El Kadi, area manager for Germany-
based Duravit’s UAE, Qatar and Oman operations
elaborates on the sector-wise demand for
sanitary-ware products. “Each sector has a
different, individual type of demand,” explains El
Kadi. “The percentage varies constantly.”
Currently, there is growth potential in the
hospitality business due to the UAE becoming
an international hub. Geographic markets are
also contributing beneficially to the expanding,
product-sensitive sanitary-ware market.
“Dubai and Abu Dhabi are our main markets
in the GCC,” says Sergio Raveyre, sales manager
for the Middle East and French Overseas at
France-based, Atlantic International. “We have
been in the Middle East for over ten years, and are
commercially present in all the region’s markets,
“THE GCC MARKET DEMAND FOR SANITARY-WARE AMOUNTED TO 15.6 MILLION PIECES IN 2013 AND IT IS LIKELY TO REACH 26.9 MILLION PIECES BY END OF 2018”
52 MARCH 2014MID
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MARKET REVIEW SANITARY-WARE BIGPROJECTME.COM
including KSA, UAE, Qatar, Bahrain, and so on.
“Our plans for the Middle East include the
provision of products that allow the incorporation
of solar energy,” he adds.
Raveyre is not alone in his endeavour to
increase the sustainability quotient of sanitary-
ware products.
“Generally,” explains El Kadi, “the
sanitary industry has been making a decisive
contribution in terms of global sustainability
targets for many years. The upcoming challenge
will be to develop innovative solutions and to
optimise existing technologies that are already
on a very high level today.”
UAE’s multiple sustainability frameworks –
the most recent being Dubai’s Green Building
Code – further the industry’s sentiment to include
environment-friendliness at every stage of
product development.
“We constantly communicate with
authorities to see how they seek to address the
subject of sustainability,” says Raveyre. “Our
products in Europe work on the principles of
renewable energy, the most prominent source
being solar heat.
“Because we are competing with sub-standard
materials in the market – which are often low-
priced – it is difficult to show users the benefit of
solar-powered sanitary-ware.”
It may be argued that the low-priced, poor
quality products Raveyre speaks of are what
will prove detrimental to the region’s market for
sanitary-ware.
“Only a few ceramic producers are part of
the market, which results in non-competitive
pricing,” explains Ramesh. “Additionally,
production and imports of low-quality and
low-priced sanitary-ware from China poses stiff
competition for domestic as well other high-
quality imported brands.”
Raveyre believes governments in the region
carry the onus to show the benefits of sustainable
sanitary-ware.
“The cost of water in the Gulf is relatively
lower than in the rest of the world. Therefore, it
becomes very difficult to convince the market
to switch to renewable energy solutions, mostly
because their advantages are only visible over
the long-term,” continues Raveyre. “European
governments, for instance, offer subsidies on
INCREASED CAPACITIESThe GCC is now in a
position to export 35-45% of its output to the world.
the usage of renewable energy, whereas it is
only viewed as an added expense here. It is very
difficult to address these problems in this region,
and we don’t think people are ready to pay more
for the sake of long-term economic benefits.”
Nevertheless, the region’s sanitary-ware
market is in a strong position to produce for
its demand.
“The GCC is a hot spot for export of all
international brands from Europe, China, Italy,
and Spain,” says Ramesh. “The concentration of
imports in the GCC has come down drastically
to about 30-35% of total volume as compared to
about 50-60% during 2010-2011. As a result, the
GCC is now in a position to export about 35-45%
of its production volume to the rest of the world.”
It is evident from the industry responses that
the region’s sanitary-ware market is set to grow
– as local manufacturers multiply their scale of
operations in an endeavour to meet the region’s
demand, the influx of international brands,
attracted to the region’s thriving construction
boom, will ensure that the sanitary-ware market
in GCC and the UAE maintains a parity between
its demand-supply dynamics.
DEMAND DYNAMICS
n 44% Saudi
n 29% UAE
n 8% Qatar
n 7% Kuwait
n 7% Oman
n 5% Bahrain
GCC Sanitary Ware Market Demand, 2013
Source: Frost & Sullivan analysis
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54 MARCH 2014MID
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COMMENT SHANI FOAD BIGPROJECTME.COM
GCC economies have long been reliant
on expatriate labour, but changes
are on the way as governments seek
improved long-term economic security
and sustainability. Investing in the national
population, ensuring they develop the best
professional skills, is a priority for governments
in the region. Expanding professional women’s
participation in the workforce is also becoming
more important.
Many women in the region have tradition-
ally gone overseas for higher education, with
the US especially popular. This is slowly chang-
ing, as the gender gap closes on local university
education. In nearly two thirds of Middle East
countries, there are now more women than
men in university according to United Nations
statistics. This large pool of highly educated
women does not always translate into greater
equality in the workplace, but the expectations
of women, their families and employers are
now beginning to change.
Kuwait’s women project managersKuwait’s Ministry of Public Works (MPW) has appointed Faithful+Gould to establish a world class Project Management Office. The training of local women professionals is an important part of the plan
SHANI FOAD
Kuwait’s Ministry of Public Works (MPW)
demonstrates an excellent example of training
opportunity for its women employees. Respon-
sible for the planning, design and construc-
tion of most public sector capital projects, the
Ministry is now embedding international best
practice into its built environment systems.
Faithful+Gould is training a team of 180
MPW professionals to manage and operate
projects, as part of the Project Management
Office (PMO) initiative that will bring a culture
change to the Ministry. Ninety of MPW’s team
are women, typically with two to five years’
professional experience. Most of the women
are graduates (some with master’s degrees)
in disciplines including architecture, civil
engineering, chemical engineering, mechani-
cal and electrical engineering, and computer
science. Some are now applying for PhD study.
In the first phase of the 30-month project,
Faithful+Gould partnered with Kuwait United
Development and specialist sub-consultant
CMCS to review MPW’s existing organisation
and the methods used to manage its projects. A
tailor-made Project Control System (PCS) has
been developed as the second phase, cen-
tralising and standardising planning, design,
procurement, construction and operation
processes. An evaluation and continued train-
ing phase will ensure that the newly embedded
system is understood and fully functional.
Our team of 45 project managers are working
"THE MPW TEAM’S EXPERIENCE WILL HOPEFULLY INSPIRE OTHER KUWAITI WOMEN TO ESTABLISH AND SUSTAIN SUCCESSFUL CAREERS IN THE CONSTRUCTION INDUSTRY"
55MARCH 2014 MID
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COMMENT SHANI FOAD
closely with MPW to ensure significant legacy
benefits. The resulting PMO capability will ena-
ble MPW to exercise ongoing control throughout
the project lifecycle, including efficient opera-
tion and maintenance of completed projects.
The training of MPW’s professionals is part
of a wider initiative in Kuwait, where incoming
consultancies are required to contribute to the
country’s investment in training and develop-
ment. On this project the training comprised
39 days of formal tuition, followed by 39 days of
project-based training.
Shani Foad, Faithful+Gould Learning and
Development manager, commented:
"The women in MPW’s team are espe-
cially enthusiastic and receptive to the project
Shani Foad was the former Regional Learning
and Development manager (Middle East and
India) for Atkins and Faithful + Gould
management training they’re receiving. They
also provide a great mutual support network
for each other – a collaborative approach that
helps women fulfil their potential in this tradi-
tionally male-dominated industry.
The MPW women are determined to invest
in their own training and self-development,
which in turn invests in their country’s social
and economic wellbeing.
"In the long term, women could form a
significant part of Kuwait’s construction talent
pool. The MPW team’s experience will hope-
fully inspire other Kuwaiti women to establish
and sustain successful careers in the construc-
tion industry.
"My own career at Faithful+Gould and
Atkins gives me a great opportunity to model
progression for women in Kuwait’s construc-
tion industry. The Atkins group has recently
been listed in the 2013 Times Top 50 Employers
for Women, demonstrating that the construc-
tion and engineering industries can offer good
opportunities for women. It would be good to
see more women in the Middle East – nationals
and expatriates – being able to access careers
in these industries and I hope we’ll see more
employers like MPW leading the way." n
GIRL POWERExpanding the professional participation of women in the GCC workforce is becoming increasingly important.
56 MARCH 2014MID
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TENDERS BIGPROJECTME.COM
www.ccsgulf.com | Tel: +971 4 346 6456 | [email protected]
INTEGRATED ESTIMATING, PROJECT CONTROL
AND ERP SOLUTION FOR CONTRACTORS
TOP TENDERS
PROJECT NAME: SHAYBAH ARABIAN LIGHT CRUDE INCREMENT PROJECT
BUDGET $410,000,000
REGION Saudi Arabia
CLIENT Saudi Arabian Oil Company (Saudi Aramco)
DESCRIPTION Engineering, Procurement and Construction (EPC) contract for a light crude increment project
STATUS Current Project
PROJECT NAME: WAAD AL SHAMAL TRANSFORMER STATION PROJECT
BUDGET $25,000,000
REGION Saudi ArabiaCLIENT Saudi Electricity Company - Central Region (Saudi Arabia)
DESCRIPTION Construction of a 132/13.8 kV transformer station at Waad Al Shamal
STATUS Current Project
PROJECT NAME: AL RAYYAN ROAD UPGRADE PROJECT
BUDGET $275,000,000
REGION Qatar
CLIENT Public Works Authority - ASHGHAL
DESCRIPTION Construction of a new road spanning 2.9 kilometres, consisting of four lanes in each direction, separated by a central median, in addition to 2 kilometres of side roads and associated service roads (approximately 5.8 kilometres)
STATUS Current Project
PROJECT NAME: BURJEEL MEDICAL CITY PROJECT
BUDGET $327,000,000
REGION Abu Dhabi, UAE
CLIENT LLH Group (Abu Dhabi)
DESCRIPTION Construction of a Medical City comprising six towers dedicated to specific medical conditions, including (31) villas for long-term patients
STATUS New Tender
PROJECT NAME: JEBAL EL ZAYT WIND FARM PROJECT
BUDGET $70,000,000
REGION Egypt
CLIENT Egyptian Electricity Transmission Company (EETC)
DESCRIPTION Construction of a 1000MW wing ram at Jebal El Zayt
STATUS New Tender
November 2013
CONSTRUCTION
MIDDLE EAST48
Ten Tips
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TENDERS BIGPROJECTME.COM
www.ccsgulf.com | Tel: +971 4 346 6456 | [email protected]
INTEGRATED ESTIMATING, PROJECT CONTROL
AND ERP SOLUTION FOR CONTRACTORS
UAEHARD ROCK HOTEL CONSTRUCTION PROJECT - SARAYA DEVELOPMENT
PROJECT NUMBER MPP2674-UCLIENT Aabar Properties LLCCITY Abu Dhabi PHONE (+971-2) 222 2233FAX (+971-2) 222 2333EMAIL [email protected] www.aabarproperties.comDESCRIPTION Construction of a five-
star Hard Rock Hotel comprising (5) basement levels, (4) podium levels, (32) floors and (4) levels of servicesSTATUS New ProjectDESIGN CONSULTANT AedasPROJECT MANAGER Confluence Project ManagementTENDER CATEGORIES Hotels, Prestige Buildings, Leisure & EntertainmentTENDER PRODUCTS High-rise Towers, Hotel Construction
POLYMER PLANT PROJECT - KIZAD
PROJECT NUMBER WPR092-UCLIENT Polysys Additive Technologies Middle EastCITY Abu Dhabi DESCRIPTION Construction of a new Polymer plant with initial production capacity of 7,000 tonnesSTATUS Current ProjectMAIN ARCHITECT WH International (Abu Dhabi)MAIN CONTRACTOR System
Construct (Abu Dhabi)TENDER CATEGORIES Industrial & Special ProjectsTENDER PRODUCTS Chemical Plants
SAUDI ARABIATOWERS, CONVENTION CENTRE & SERVICE BUILDINGS PROJECT
PROJECT NUMBER MPP2855-SACLIENT Rayadah Investment Company (Saudi Arabia)CITY Riyadh 11564 PHONE (+966-1) 205 9911FAX (+966-1) 205 9922EMAIL [email protected] www.raid.com.saDESCRIPTION Construction of three towers, a convention centre and related service buildingsSTATUS New TenderTENDER CATEGORIES Prestige Buildings, Construction & ContractingTENDER PRODUCTS Commercial Buildings, High-rise Towers
FIVE-STAR HOTEL PROJECT - RIYADH DIPLOMATIC QUARTER
PROJECT NUMBER MPP2807-SA
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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www.ccsgulf.com | Tel: +971 4 346 6456 | [email protected]
INTEGRATED ESTIMATING, PROJECT CONTROL
AND ERP SOLUTION FOR CONTRACTORS
CLIENT Saudi Hotel & Resorts Company - SHARACO (CITY Riyadh PHONE (+966-11) 481 6666FAX (+966-11) 480 1666WEBSITE www.saudi-hotels.com.saDESCRIPTION Construction of a five-star hotel comprising four storeysPERIOD 2016 STATUS New TenderDESIGN CONSULTANT Perkins & WillTENDER CATEGORIES Construction & Contracting, HotelsTENDER PRODUCTS Hotel Construction
QASSIM DOMESTIC AIRPORT EXPANSION PROJECT
PROJECT NUMBER MPP2878-SACLIENT General Authority of Civil Aviation - GACA (Saudi Arabia)CITY Jeddah 21165 PHONE (+966-2) 640 5000 Ext: 2337 / 3368FAX (+966-2) 640 1477 / 3876EMAIL [email protected] www.gaca.gov.sa
DESCRIPTION Carrying out expansion of an existing airport involving construction of a new terminal building along with other airport infrastructure such as a control tower, car parks and a mosqueCLOSING DATE March 27, 2014 STATUS New Tender
TENDER CATEGORIES Airport, Construction & ContractingTENDER PRODUCTS Airports Development & Management
MECCA BUS RAPID TRANSPORT SYSTEM PROJECT
PROJECT NUMBER MPP1907-SACLIENT Makkah MunicipalityCITY Makkah PHONE (+966-2) 573 9555 / 5228FAX (+966-2) 574 8633EMAIL [email protected] www.holymakkah.gov.saDESCRIPTION Development of Mecca Bus Rapid Transport (BRT) System covering a total length of 123 kilometres and (147) stations, including major highways and smaller local roadsSTATUS New Tender
PROJECT MANAGER Parsons Brinckerhoff International (Saudi Arabia)TENDER CATEGORIES Public Transportation ProjectsTENDER PRODUCTS Roads Construction, Roadways
IRAQ DESALINATION PLANT PROJECT - BASRA CITY
PROJECT NUMBER MPR1449-IQCLIENT Ministry of Municipalities & Public Works (Iraq)CITY Baghdad EMAIL [email protected] www.mmpw.gov.iqDESCRIPTION Construction of a desalination plant with capacity of 200,000 cubic metres a day
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BUDGET $115,000,000PERIOD 2016 STATUS Current ProjectMAIN CONTRACTOR Veolia Water (France)MAIN CONTRACTOR 2 Hitachi Corporation (Japan)MAIN CONTRACTOR 3 Arabco for Construction (Egypt)TENDER CATEGORIES Water WorksTENDER PRODUCTS Water Desalination Plants
FLARE GAS CAPTURE REHABILITATION PROJECT
PROJECT NUMBER MPP2877-IQCLIENT Basrah Gas Company (Dubai)CITY Dubai PHONE (+971-4) 405 4400FAX (+971-4) 329 3311EMAIL [email protected] www.basrahgas.comDESCRIPTION Carrying out rehabilitation of a major flared-gas capture projectSTATUS New Tender
PROJECT MANAGER WorleyParsons (Australia) TENDER CATEGORIES Gas Processing & DistributionTENDER PRODUCTS Gas Exploration & Production, Gas Processing & Separation
OMANW HOTEL MUSCAT CONSTRUCTION PROJECT
PROJECT NUMBER MPP2873-OCLIENT Oman Tourism Development Company SAOC (Omran)CITY Muttrah PC 114 PHONE (+968) 2477 3700FAX (+968) 2479 3929EMAIL [email protected] www.omran.omDESCRIPTION Construction of 5-star W Hotel Muscat consisting of (290) hotel rooms and suites, including (29) suites and a royal villaSTATUS New TenderMAIN ARCHITECT COWI & Partners LLC (Oman)
INTERIOR DESIGN CONSULTANT P49 Deesign & Associates Ltd (Thailand)LANDSCAPING CONSULTANT LMS International (Dubai)INTERIOR DESIGN CONSULTANT Rockwell Group (USA)TENDER CATEGORIES Leisure & Entertainment, HotelsTENDER PRODUCTS Hotel Construction
JORDANAQABA LIQUEFIED NATURAL GAS TERMINAL CONSTRUCTION PROJECT
PROJECT NUMBER MPP2715-JCLIENT Aqaba Development Corporation (Jordan)CITY Aqaba 77110 PHONE (+962-3) 201 9933FAX (+962-3) 201 7735
EMAIL [email protected] www.adc.joDESCRIPTION Construction of a liquefied natural gas (LNG) terminal in Aqaba Economic ZoneBUDGET $100,000,000 PERIOD 2015 STATUS Current ProjectSPECIALIST CONSULTANT Trowers & Hamlins (Dubai)SPECIALIST CONSULTANT 2 Tractebel Engineering (Belgium)MAIN CONTRACTOR Bam International (Netherlands)MAIN CONTRACTOR 2 MAG Contracting & Engineering (Jordan)MAIN CONTRACTOR 3 Target Engineering Construction Company L.L.C (Abu Dhabi)TENDER CATEGORIES Gas Processing & Distribution, Marine Engg. Works & SeaportsTENDER PRODUCTS Gas Export/Import Terminal, Marine Civil Works
www.ccsgulf.com | Tel: +971 4 346 6456 | [email protected]
INTEGRATED ESTIMATING, PROJECT CONTROL
AND ERP SOLUTION FOR CONTRACTORS
• Meet the key consultants and contractors working on mega-airport developments across the GCC• Discuss projects and tenders directly with ‘Hosted Buyers’ from over 50 regional airport authorities• Join over 250 global suppliers at the airport industry’s leading business platform
SUPPORTERS CO-LOCATED EVENTS
ORGANISED BY
11-13 May 2014 - Dubai International Convention and Exhibition Centrewww.theairportshow.com
BOOK YOUR STAND TODAYPlease call Raed El Forkh on +971 50 653 1941 or email [email protected]
TAP INTO THE US$100 BILLION REGIONAL AIRPORT CONSTRUCTION BOOM
Under the Patronage of H.H. Sheikh Ahmed bin Saeed Al MaktoumPresident of Dubai Civil Aviation Authority, Chairman of Dubai Airports,Chairman and Chief Executive of Emirates Airline and Group
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BIG PROJECT ME PREVIEWS THE BIG-5 SAUDI SHOW WHICH CONTINUES TO BENEFIT FROM PROGRESS IN THE KINGDOM
THE BIG-5 SAUDI surpassed all expectations when it launched in 2011, and has continued to see phenomenal growth ever since. The event now encompasses the entire space of the Jeddah International Fairs and Exhibition Centre, as well as a purpose-built arena constructed onsite for the event and 3,000sqm of outdoor space. With 500 exhibitors in total – from 34 participating countries and national pavilions from Germany, Italy, Greece, China and Turkey – The Big-5 Saudi has established itself as a major regional event with a strong international reach.
The growth of The Big-5 Saudi is reflective of the buoyant Saudi construction sector, with an estimated US$94,147 million of projects confirmed for 2014. Much of this spend will be focussed on the Western Region of the country, for which Jeddah is the key hub.
The 2014 event will be the biggest year to date, with the launch of new features and opportunities for participants to find out more
ON THE CORNICHE The home of The Big-5
Saudi is the dynamic city of Jeddah.
about the latest technologies, innovations and solutions that can support faster, more efficient and more sustainable construction for the future.
Also new for this year is The Big-5 Seminar Series, with a schedule of educational seminars with local, regional and international experts from across the industry, presenting their views on the latest trends and challenges, sharing best practice and taking part in panel discussions. The seminars will run under the overarching theme of sustainable construction, from materials, architecture and master planning, to presentations on best practice, including the King Abdullah University for Science & Technology (KAUST) and the White Sky iHouse, a revolutionary a zero-energy residential concept designed to integrate electric cars and wind powered gyrocopters.
This free-to-attend series held over two days will kick off with a panel discussion titled Leaders in Construction, which will
HAPPENING THIS MONTH...THE BIG-5 SAUDI 2014
THE BIG-5 SAUDI 2014n When: 9-12 March, 2014, Jeddah
n Venue: Jeddah Centre for Forums and Events
n Tel: +966 2 667 3211
n E-mail: [email protected]
n URL: www.thebig5saudi.com
feature Andrew Johnson of Mace Group, who is serving as project manager of Jeddah’s Kingdom Tower, which is set to unseat Dubai’s Burj Khalifa as the world’s tallest building, along with John G. Spitz, SVP, Saudi Arabia, Hill International; a global construction consultancy that handles over $40 billion in projects across the country. Also on the panel will be Jesdev Saggar, managing director for Capital Projects & Infrastructure, Deloitte; and Oliver Plunkett, Buro Happold’s Saudi Arabia country manager. In addition to the seminar series, The Big 5 Saudi will host a selection of four USGBC certified LEED workshops.
THE LARGEST CONSTRUCTION EVENT IN SAUDI ARABIA
Register for FREE entry at: www.thebig5saudi.com/cpi15
Under the Patronage of His Royal Highness Prince Mansour bin Mutaib bin Abdulaziz Al Saud, Minister of Municipal and Rural Affairs.
OfficialBroadcast Partner:
Gold Sponsor:Diamond Sponsor: ExclusiveRadio Station:
Organised by: Co-organised by: Host Venue: SupportingOrganisations:
Exclusive Press Partner
LATE IN FEBRUARY, the Indian government
revealed that 455 Indian migrant workers in Qatar
had died in 2012 and 2013. The news comes hard
on the heels of the news that 191 Nepali workers
had died over the course of the last year, taking
the total number of deaths to 360 over the last two
years. A number of those deaths were attributed
to ‘unnatural’ heart failure, international media
has reported.
However, the Indian and Qatari governments
have insisted that there is nothing abnormal
about these figures, given the population in the
GCC country. Furthermore, the Indian embassy
in Qatar said that the ‘overwhelming number of
deaths were due to natural causes’.
The South East Asian country’s External Affairs
Ministry has gone one step further and told the
BBC that the “figures for the number of Indian
deaths in the last five years remain consistent”
and that they are “not in any way attributable to
any one cause.”
Despite these claims, human rights
group, Amnesty International has urged the
Indian government to give ‘more transparent
information’ about the deaths, and provide more
information as to their causes. In a statement,
Nikhil Eapen, a spokesperson for Amnesty , said
that he was concerned because the cause of the
deaths remained unclear: “What we need to
know is who these people were – how old they
were and what work they were doing – and how
they died.”
This information is important for everyone
connected to the Qatar World Cup. In fact, I
would say that it is vital that we know the details
for this. Concerns have already been raised
following the death toll amongst Nepali workers,
and these latest figures do little to quell the
unease that is growing.
The Qatari government has responded to
these revelations by publishing a ‘Workers
Charter’, aimed at protecting the rights of migrant
employees, but it is far too inadequate.
Although this 50-page document has
been developed in conjunction with the
International Labour Organisation, the
International Trade Union Confederation has
said it does not go far enough.
Firstly, the charter only details the measures
that Qatar’s World Cup Supreme Committee
plans to enact while dealing with contractors
and subcontractors over ‘key World Cup stadium
and infrastructure projects’. This is all well
and good, but it does not cover the thousands
of other workers working on other associated
projects around Doha. Nor does it deal with
the independent and private projects currently
underway. Who watches over them?
Secondly, as detailed by Sharan Burrow,
general secretary of ITUC, the charter’s standards
are built on an “old, discredited, self-monitoring
system that has failed in the past in Bangladesh
and other countries, where thousands of workers
have died.”
Clearly then, all is not what it appears to be.
Big Project ME has been and will continue
to be vocal about these issues until something
concrete is done to ensure these workers have
adequate health and safety measures in place. In
May 2014, the Oryx Rotana Hotel in Doha, Qatar,
will be hosting the 2nd Annual Health, Safety and
Worker Welfare Summit. We will be there, looking
to ask some tough questions and get some hard
answers. I look forward to seeing you all there.
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GAVIN DAVIDS
The revelation that 455 Indian migrant workers have died over the last two years in Qatar raises significant concerns. It’s time to start asking the tough questions, says Gavin Davids
Time for Tough Questions
“WHAT WE NEED TO KNOW IS WHO THESE PEOPLE WERE – HOW OLD THEY WERE AND WHAT WORK THEY WERE DOING – AND HOW THEY DIED”
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