construction business news me july 2015

COUNTDOWN OF THECONSTRUCTION & REAL

ESTATE INDUSTRY'STOP 60 A-LISTERS

JULY

201

5

THE DEFINITIVE GUIDE TO THE REGION'S CONSTRUCTION PROFESSIONALS

construction business news me JuLY 2015 1

29 POWER HOURthe top 60 players in the construction and real estate industry as accounted by construction

business news me

nEWsin PERsOn mark phoenix, managing director of omniyat, talks about the young company’s strategy of developing buildings that reflect art and are completely functional. he also talks about how to maintain a steady growth in the market and shares his keys to success

AnALYsisdecades of development have seen bridges bold and beautiful spring up across the region. construction business news me looks at how techniques and technologies have been refined in the region

TAKE 10landmark bridges are features that draw the eye and demand great engineering to achieve deceptively simple forms. construction business news me has picked its ten favourites demonstrating the best in design, engineering and construction achievement and all completed since the year 2000

above: how the dubai seven-star hotel works

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construction business news me JuLY 20152

S U B S C R I B E

C o n t R I B U t o R S

[email protected]

Managing Director

Walid [email protected]

Director Rabih Najm

[email protected]

Director Wissam Younane

[email protected]

Group Publishing DirectorDiarmuid O'Malley

[email protected]

Group Editor Melanie Mingas

[email protected]

Editor Lorraine Bangera

[email protected]

Business Development DirectorRabih Naderi

[email protected]

Marketing Executive Mark Anthony Monzon

PO Box 502511 Dubai, United Arab EmiratesP +971 4 4200 506 | F +971 4 4200 196

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Stuart Matthews Marlow McGuinness Ltd18

CONTENTS

in THE FiELDthis month we visit uae’s first significant restoration site, the heart of sharjah. construction business news me looks into the progress at the cultural space and speaks with the project’s architect, khawla al hashimi, about the importance of sustaining heritage in this region

Q&Akarim helal, ceo of protenders.com, talks to us about the growing role of technology and online media in the construction market COMMEnTcynthia corby writes about the key issues that need to be considered to avoid disappointment in a time when the construction industry is crucial for the economy

EDiTOR’s PiCKwe look into qatar friendship fund and japan’s sweet treat 311’s collaboration to restructure a school that has been around for almost a century

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Pioneering Engineering Construction since 1881

www.drakescull.com

700+Projects Delivered

For over 130 years, Drake & Scull International PJSC has been shaping skylines and transforming the lifestyle of communities around the world.

Drake & Scull is an industry leader, with a proven history of delivering more than 700 projects through its General Contracting, Engineering, Rail, Oil & Gas, Water and Wastewater Treatment and Infrastructure development business streamlines across the region.

4 CONStRUCtION BUSINESS NEWS ME JULY 2015

TOP OF THE LINE As we move into the third quarter of the year 2015, we think it’s time to under-take our first annual ranking. This month marks our very first edition of the Power Hour, a countdown of the top companies in the construction and real estate indus-try. Power Hour features a list of 60 com-panies in the market who we consider, in our humble opinion, regional A-listers.

With a lot of hard work and a drive to be fair, we have tried our best to cover all companies big and small.

Our ranking is based on an analysis of each company’s overall performance, reputation, and project delivery. We have tried our best to give you, our readers, an insight into these top companies and their stories. Our selection for number one is, without a doubt, the Saudi Binladin Group, a group that is considered to be a torch-bearer to the rest of the industry in the region.

For our monthly site visit, we decided to break away from regular construction sites and head to the Heart of Sharjah res-toration site. This feature contrasts with our cover story which focuses on power, development, and construction. Restora-tion, on the other hand, uncommon in this region has been forgotten by most

GCC countries who are pushed by the West to keep up. Young Emirati architect, Khawla Al Hashimi, tells us about how it is equally important to preserve our past. As a construction magazine, we take a different look at the project and try to showcase, how Shurooq, developers on the project, wisely intergrated new con-cepts into old heritage.

We also look at how decades of devel-opment have included the construction of mighty bridges across the region. We look at the technology behind some of the top bridges in the world since the year 2000 and how they came into being. For our exclusive interviews we talk with Managing Director of Omniyat, who talks about how art and functionality are equally important in construction, and CEO of ProTenders.com who talks about the importance of digital media in con-struction in this day and age.

LOrraINE BaNgEra Editor

EDITOR’S NOTE

Not quite there yet

Could do better...

a little more colour?

Perfect!

Behind the scenes with the big chiefs of construction

construction business news me July 20156

NEWS

According to regional experts, the GCC will be undergoing radical changes to attain sufficient water resources by mid-century. Currently, the water in-dustry’s supply chain is addressing possible opportunities and major chal-lenges. The issues were addressed in this year’s MENA Water Forum organ-ised by MEED.

Edmund O’Sullivan, chairing the forum,

Damac Properties awarded more than AED2.8 billion in construction contracts in the first five months of 2015. Awards include the work packages on more than 1,500 villas within its luxury lifestyle community, Akoya Oxygen, three new apartment blocks at Akoya by Damac and the main contracts for three of its hotel apartment projects, Damac Maison Privé, Naia Vantage and Naia Celestia.

Ghantoot Gulf Contracting has been awarded the package to build 981 villas at Akoya Oxygen, while Lootah Building & Co. will start work on building the 547 villas. Seidco General Contracting LLC has been awarded the contract to build three complexes at Akoya by Damac,

with Pivot Engineering receiving a main works package for the 239 villas in Akoya Park.

Civilco Civil Engineer-ing & Contracting Co. LLC has been awarded the main package to build Naia Celestia in the Dubai World Central District, Damac Maison Privé will be built by Seidco General Contracting LLC and Naia Vantage has been awarded to Reem Capital Contracting LLC.

Mohammed Tahaineh, Senior Vice President – Commercial of Damac Prop-

erties, said: “These awards go a long way to showing our confidence in the Dubai real estate market and they will ensure a strong pipeline of deliveries.”

DAMAC AWARDS AED2.8 bILLION IN CONTRACTS

gCC increases research on the scale and structure of groundwater resources

said that when it comes to water, Arabia is one the world’s poorest regions.

“The event will concentrate on the or-ganisational and technological develop-ments that could finally reverse the neg-ative trends in the GCC’s water balance.”

The forum highlighted three key water issues in the GCC: decoupling of power generation from desalination produc-tion, increasing use of treated sewage

gulf States face water revolutioneffluent (TSE), and water resource management.

Currently all GCC states are invest-ing in processing systems and pipeline networks, as well as intensifying re-search into the large scale and struc-ture of their groundwater reserves. Bahrain, for example, has already tak-en firm steps to half further depletion of its reservoirs.

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100%uSE OF TSE wITHIN

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Mohammed Tahaineh, Senior Vice President, Commercial of DaMaC Properties and ali Mohamed

Sadek al Baloshi, Chairman of ghantoot group

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NEWS

One of Al Hamra Real Estate Development’s luxury homes project, Bayti Homes at Al Hamra Village in Ras Al Khaimah, is nearing completion. Finishing works are scheduled to begin once structural and block work is completed. This November, part of the project (around 80 homes) will be set for the residents to move in a month ahead of time.

The entire development comprises of 162 villas which include green features and dis-trict cooling facility. Benoy Kurien, General Manager of the development company, said that Bayti in Arabic means ‘my home.’ He explains that the development has enabled the surroundings of Bayti to reflect a home with swimming pools, tennis courts, a football pitch, and children’s play areas.

The developers crafted a focus group organised for local residents to visit mock-up Bayti villas, after which information and suggestions were collected by the project team and incorporated into the final stage of construction.

Major General Expert Rashid Thani Al Matrooshi, Director General of Dubai Civil Defence, launched the Dubai Life Safety Dashboard this June. The dashboard is set to be implemented in every building in the city and will allow decision-makers such as government officials, stakeholders, building owners and its occupants to view the life safety status of Dubai in real time. According to the Civil Defence team, the dashboard helps decision-makers to identify and determine their role and responsibility in a transparent manner.

Al Matrooshi said the dashboard allows readers to understand complex data in less time than it would take to read similar material in a full report.

In Al Matrooshi's opinion, by using the dashboard the Civil Defence can now track the key performance metrics of both individual buildings and Civil Defence activities.

The initiative is said to enable other government departments to facilitate innovative services to building owners and occupants in Dubai.

gI CONDuITS ENTErS uaE MarkETS

Bahri & Mazroei Trading Company (BMTC), a regional solution provider for building and infra-development segments, presented a new range of GI Conduits. The presentation was conducted on cable management systems in Dubai and Abu Dhabi, along with the company’s supply part-ners and manufacturers of the prod-uct, Saudi-based International Tube and Conduit Company (ITCC).

Managing Director of BMTC Esam R. Al Mazroei talked about BMTC’s diverse expertise in providing cutting-edge solutions in the areas of safety, security, energy and automation for different business models. And ITCC, according to him, uses latest technol-ogies to produce defect-free and high quality products and services meeting the needs of customers across differ-ent segments.

Hatem H. Mawlawi, General Man-ager of ITCC, said that the six-metre conduit is ideal for long run applica-tion projects like airports, warehouses, data centres, and hypermarkets. “With this,” he said, “contractors can cut 50% of coupling and save connection time by half.”

He added: “ITCC conduits are sub-jected to several tests as per the UL Specifications including quality checking, copper sulphate test, bend-ing test, weight, diametre, thickness and galvanising test.”

LIFE SAFETY OF bUILDINGS SIMPLIFIED IN DUbAI

Bayti Homes in final stage of construction

Esam r. al Mazroei, MD of BMTC

Bayti villas under construction in al Hamra Village

LED LIGHTS

SOLAR WATER HEATERS

SOLAR STREETLAMPS

GREEN FEATURES

construction business news me July 2015 9

Ilyas & Mustafa Galadari Real Estate has awarded a contract to McFadden International Construction Group, to lead the ongoing development and construction of Avenue 353. The Sharjah-based general contracting firm works across numerous domains includ-ing residential, commercial and institutional construction.

Launched in March this year, Avenue 353 is set in a gated com-

munity in the heart of the City of Arabia, the freehold property situ-ated at the gateway of Dubailand.

A representative of Ilyas & Mustafa Galadari Real Estate said the community at Avenue 353 is designed to represent a symbiotic balance between nature, space and technology while reflecting the sensibility of its discerning clientele.

McFadden International Construction group awarded contract

MCFADDEN AWARDED CONTRACT FOR AVENUE 353

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This June, Suez Canal Authority (SCA) in partnership with a WPP consortium launched its campaign leading to the opening of the New Suez Canal on August 6, 2015 by Egyptian President Abdel Fattah El-Sisi.

The Chairman and Managing Director of SCA, Admiral Mohab Mameesh said that the project is more than just a new waterway and is an astonishing feat of engineer-ing. The project was enabled through funds raised by national subscription. In just six days, the Egyptian people raised around US$8.5 billion and the work began on August

6, 2014. Despite initial esti-mates indicating the works on the project would take three years, the project is well on course to be completed in less than 12 months.

The New Suez Canal is at the heart of a vision to construct a fully developed industrial area along the canal known as the Suez Canal Zone. The zone will see the creation of a huge industrial area catering to a broad range of sectors includ-ing manufacturing, logistics, and ship repair.

New Suez Canal to open in August

$5.3bn

$13.2bn

SCA’s annual revenue prediction

150years old

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Enables access to

1.6bn global customers

Suez Canal Zone

72km waterway

New Suez Canal


NEWS

This year’s Future Concrete conference was staged by consulting firm, Advanced Construction and Technol-ogy Services (ACTS) in Le Royal Hotel Dbayeh, Leba-non on June 11. The con-ference, attended by local and international industry experts, discussed the latest advances and challenges in the construction industry with special focus on sus-tainable building practices. Although new development projects offer great eco-nomic benefits, they come with serious environmental price tag, especially in the Middle East where energy and water are considered serious challenges.

Engineer Khaled Awad, Chairman of ACTS, said

that the construction af-fects the environment in all stages of a building's life-cycle. According to Awad, if there is inadequate in-frastructure planning and management, construction will aggravate environ-mental degradation. “Thus there is the need to move towards ecologically sound technologies to achieve continued growth and sus-tainable development.”

He explained that the con-cept requires special atten-tion to the quality control and sustainability aspects in order to enable buildings and facilities to have a lon-ger life. “Environmental sus-tainability can be considered as the core of technologies in the construction field.”

The annual Building Healthcare Awards held at the Building Healthcare Middle East Exhibition & Congress in Dubai awarded four UAE-based hospitals in nine cat-egories. Cleveland Clinic Abu Dhabi won two notable construction awards including the Best Hospital Design Award and Best Sustainable Hospital Project Award. The awards, organised by Informa Life Sciences Exhibitions, recognised leaders in the healthcare industry who have raised the bar in providing world-class patient care.

Simon Page, Managing Director of Informa Life Scienc-es Exhibitions, said: “The winners come from the UAE, Qatar, Lebanon, and Saudi Arabia, and were chosen from more than 70 nominees who have excelled in the re-gion’s hospital build and infrastructure sector.”

UAE hospitals raise the bar in patient care

FUTURE CONCRETE HIGHLIGHTS bUILDING GREEN

SuSTaINaBLE PrOjECTS IN LEBaNON

» waTErFrONT CITy » MEDICaL CENTEr IN aMErICaN

uNIVErSITy OF BEIruT

International property de-veloper, HMG Properties, was awarded the ISO 9001 certification this June. The ISO certification is recog-nised worldwide as a qual-ity management standard. According to the property developer the standard is not just for quality manage-ment systems in particular, but management systems in general. It provides guid-ance and tools for com-panies and organisations which want to ensure that their products and services

consistently meet custom-er’s requirements.

Raed Bourjass, CEO of HMG Properties, pointed out that attaining the certifi-cation would assure HMG’s clients, customers and part-ners that the company was committed to an excellent management of its resourc-es and consistent improve-ment of its services.

He said: “HMG consis-tently offers its clientele and investors properties which meet their budget, trustwor-thy and qualified.”

HMG Properties attains ISO 9001 certification

Marble entrance of Emirates Palace

attendees cast their vote for People’s Choice award

HMg Properties team

OTHEr rEgIONaL wINNErS INCLuDE: » BEST LaBOraTOry DESIgN awarD - QaTar BIO BaNk, QaTar » BEST HOSPITaL OF THE FuTurE awarD - aL-TaIF CHILDrEN HOSPITaL, kSa » BEST FaCILITIES MaNagEMENT SErVICE STraTEgy awarD - CLEMENCEau MEDICaL

CENTrE, LEBaNON

construction business news me July 2015 11

The Abu Dhabi Urban Planning Council (UPC) announced its approval of the Inte-grated Concept Master Plan (ICMP) for Al Reem Island this June. The ICMP will enable the island’s developers to complete their own master plans, which will help the UPC and other agencies better manage the existing developments on Al Reem Island. The plan will also help forge future developments of optimal quality that meets current regulations and standards.

The plan benefits Abu Dhabi as a city as well as provides the North Bay mangroves protection and enhancement. It will also help facilitate a number of new transport links connecting Abu Dhabi to other areas via Al Reem Island.

H.E. Falah Al Ahbabi, UPC’s Director Gen-eral, said: “The integrated master plan for Al Reem Island forms an integral part of Abu Dhabi’s path toward sustainable urban growth in line with Abu Dhabi Vision 2030 and is a core component of Plan Capital 2030.”

ICMP to enhance Al Reem Island

This June, Nakheel announced its finan-cial results for the first three months of this year. The net profit of AED1.35 bil-lion is more than double of last year’s Q1 net profit, AED629 million. The 115% in-crease in the net profit for the first quar-ter of 2015 is the result of a strong per-formance by the development business, with ongoing handovers of properties to customers. Officials from the company have said that retail, leasing and leisure businesses will continue to improve and contribute to overall financial results.

Commenting on the results, Nakheel

Chairman Ali Rashid Lootah said that they expect to build upon the first quarter re-sults throughout 2015, and will continue to remain focussed in contributing to the real estate sector in Dubai in a positive and effective manner in line with the govern-ment’s 2021 vision.

He said: “With our significantly reduced level of debt, we are well positioned to pursue our strategy of creating more cash generating assets and strengthening Na-kheel’s asset base to further boost our business and financial results in the com-ing years.”

Venetian apartments completed

Bunya in al reem Island

Dubai Sports City (DSC) initiated the handover of apartments of its latest flagship development, Canal Resi-dence West’s Venetian Building, this June. The handover followed the suc-cessful completion of the first phase of handovers including Canal Residence West’s European and Mediterranean Buildings. DSC reportedly expects an extra 5,000 residents to move in over the next 12 months.

During the course of the summer the Canal Promenade retail outlets will be completed, as well as a health centre

and restaurants, further enhancing the environment for residents.

DSC Chief Financial Officer Vijay Saj-janhar said that Dubai Sports City is go-ing from strength to strength and the lat-est handover of Venetian apartments is the latest illustration of that fact.

He added: “With a fantastic road and transport infrastructure around our loca-tion, situated on the Sheikh Mohammad Bin Zayed Road corridor, and just min-utes from the Al Maktoum International Airport and the site of Expo 2020, Dubai Sports City really is the place to be.”

Venetian apartments ready for handover at DSC

NAKHEEL REPORTS Q1 2015 NET PROFIT OF AED1.35 bILLION

Nakheel’s Palm jumeirah

Nakheel’s aimaED7.5 bn/year in recurrent income


NEWS

Downtown jebel aliarCO TO wOrk ON DOwNTOwN jEBEL aLI PrOjECTLimitless, UAE-based master developer, has awarded a contract worth AED285 million for infrastructure works at its flagship de-velopment Downtown Jebel Ali. Under the contract, signed in the first week of June, UAE-based Arco General Contracting will carry out complete community infrastructure work – including roads, sewerage, utilities and lighting – in all four zones of the develop-ment, to prepare land plots for handover to third party developers. Mobilisation will begin immediately, with work due for completion by the end of 2017.

The development is a mixed-use project based in Dubai span-ning 200 hectares and stretching to around 11 kilometres along Dubai’s Sheikh Zayed Road. Located between Jebel Ali Free Zone and Techno Park, the development is easily accessible from Dubai and Abu Dhabi. The project has more than 300 third party plots, on which investors will build a mixture of apartments, hotels, offices and retail developments.

Industry experts say the technology used to construct the centrepiece stadium for the 2015 European Games could en-sure that the GCC’s upcoming sporting projects are completed on time and on budget. Baku National Stadium in Azer-baijan, is a prime example of the benefits of building information modelling (BIM), showcasing the speed and design qual-

ity at every level of its development. The 68,000-seat, retractable roof stadium hosted the opening ceremony of the first European Games held in June this year. The team behind the project took just 24 months to design and build the venue.

It was agreed from the very beginning that the only way to achieve maximum efficiency in 24 months would be imple-

Technology boosts gCC’s sport projects menting BIM in all structures. Precast, reinforced concrete, main and secondary steel structures were all modelled using Tekla Structures.

“Tekla gave us huge advantage in terms of productivity as we had to deliver structur-al drawings for 17,000 tonnes of complex steel within eight months,” said Alparslan Gure, President of Tekfen Engineering.

European games’ Baku National Stadium

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IN PERSON

This month, Lorraine Bangera sits down with Mark Phoenix, Managing Director of Omniyat, to talk about the young company’s strategy of developing buildings which reflects art while being completely functional. He also talks about how to maintain a steady growth in the market and shares his keys to success

have done so well. He says that it all began in 2008 when they began to change the way Omniyat did busi-ness. He says changes occurred during and because of the financial crash in the same year. Omniyat restructured and analysed its current projects and concentrated on the most lucrative projects that were located in the centre of Dubai.

Driven by artPheonix says that art is very

important to the group. “You should provide something that enhances someone’s lifestyle when they use it, rather than just building boxes in which people live in.”He says that they try to

infuse art into their projects

of experience in construction, the MD manages to incorporate all of it in his current position. His previous experi-ence enables him to know what he is doing and how to do it. Since taking over the role, Phoenix has ensured a steady growth within the organisation and among projects with meticulous management while implementing new strategies.

He believes his team, a group of experienced industry profession-als, don’t need to be instructed about how to carry out projects. Confident about his team, Phoenix emphasises that their knowledge about the industry is a major reason why they

Mark Phoenix joined the Omniyat team seven years ago as a develop-ment manager,

which he quirkily says is basically “a managing director (if you will) over a number of projects.” When asked about his quick climb to the top and becoming managing director (MD), he jokes, “You will have to ask my chairman why he chose me, I won’t say it’s because I’m brilliant!”

With his trademark humour, Pheonix recalls days as a fresh graduate from college when he began to work for a big construction company in the UK. His last job before Omniyat included delivering community projects for retired citizens. Gaining a lot of practi-cal knowledge from his past 20 years


and provide something different, and aim to enhance lifestyle whether they are building a residential project or an office. He says that without art, projects would be meaningless and would kill the drive to deliver excellence. Thus, the group collaborates with renowned designers across the world to execute high-end buildings in the UAE.

While there is tremendous emphasis on Omniyat’s buildings to look beauti-ful, it is still functional.

The MD says that even though Omniyat tries to build iconic buildings, that doesn’t have to be the mandate. He also says that they aren’t unreason-able with their design.

“We don’t just expect our contractors to build buildings floating in the sky.”

Even though the group is notice-ably driven by art and design, it also concentrates on constructability. “Yes,

Mark Phoenix, Managing Director of Omniyat

who, Phoenix says, know what they are doing.

Omniyat’s conditions on choosing the right contractor include capability, track record and speed. Phoenix adds: “Price should not be a consideration as the project might take twice as long and it wouldn’t be what you wanted it to be.”

talking about maintenanceWhile it is essential to build a building that is usable, it is equally important to make sure it is easily maintainable. He says: “We look at three different aspects of a development when we begin: the investment required to build a project, the development part, which is design and constructability, and the post management aspect.”

Phoenix says that at Omniyat, main-tenance is considered before setting

our buildings are beautiful,” Phoenix says, “But that doesn’t mean we are building monuments, these buildings have to work as well.”

“No point of building a twisty building that nobody can use,” he adds.

Phoenix says that even though the team is open to integrating extravagant design, they also make sure the design can be incorporated. Confident about his team’s knowledge on the subject, Phoenix says that this doesn’t mean that they have to necessarily consider out-side parties but could do it themselves.

He further explains his point with the example of upcoming project, The Opus, which looks complicated to construct but isn’t. He says that anoth-er important consideration is to hire the best contractors you could work with. In case of The Opus, Ommiyat is working with Brookfield Multiplex

“We don’t just expect our contractors to build buildings

floating in the sky.”

Ongoing construction at The Pad


IN PERSON

als from the beginning, Phoenix says that now his design team has a better understanding about how to design something that could maintain a rea-sonable service charge later.

Phoenix considers including FM input in the beginning a no brainer. He says, “You just cannot expect people to pay up later.” He explains that by being inconsiderate toward maintenance a developer can eventu-ally be negatively affected. He says that buyers would come back and say, ‘Your building looks good, but costs me a fortune!”

Even though including FM teams in the design phase is agreed to be productive for the overall lifecycle of the building, it is not done a lot in this region. Phoenix says that this is probably because most developers do

not have an in-house FM team like they do. Involving FM teams is much easier when they are all working under one umbrella.

Of course this doesn’t mean it is a smooth and easy road, Phoenix admits that when several teams come to-gether it is a good debate and finding a balance is tough but not impossible. He says the teams always find the right balance as they are working for a common goal—a functional and well-designed building. He says: “We as a team have a genuine drive to make a building great, so it comes to us natu-rally to work well together.”

FunDs, FunDs, FunDsPhoenix says that when he first came to Dubai in 2008, developments usu-ally worked around presale collection. “That’s the way buildings were built here.” In 2010, however, Omniyat changed its approach towards funding. “We decided to over-capitalise our buildings, which is basically less risky in the long run.”

By over-capitalising, the group made sure they have enough funds to build a building before properly sell-ing it. He says: “Our aim was to start only those projects that we know we could complete.” This was done by

up i.e. during the design brief in the initial stages of the project. “It’s in an obvious consideration as we have our own facilities management (FM) team within the organisation.”

Phoenix says that this decision was made in 2008, when the company was still growing and none of the develop-ments had started. “We made a con-scious decision to build projects that could be maintained to avoid chaos from the very beginning.”

He explains that building a proj-ect that is “unmaintainable” and/or “expensive to maintain” is pointless. In property sales, according to Phoenix, buyers always consider the service charge. “It is important to not build a building that is just easy on the eyes but is a nightmare to maintain.”

By including the FM profession-

“We made a conscious decision to build projects that could be

maintained to avoid chaos from the very beginning.”

upcoming project, The Opus


a mixture of funds: a three-pronged strategy of equity, debt and collec-tion. This means that funding was drawn out of in-house cash, bank loans, investor’s cash and some sale. “We didn’t want to solely depend on sale, because if customers pulled out it would stop construction.”

Currently, Omniyat has AED12 billion in development across 13 projects, and still follows the same strategy. Phoenix explains how they sort their projects under green and red categories. Green being com-pletely funded and ready to go, and red being not completely funded yet. “We don’t start a development unless it is in the green category.”

The green category makes sure that a project has enough funds to go ahead “no matter what.” Phoenix says that this is the time the group goes ahead and signs the construction contract and already has land secured for construction.

stable growth in Dubai“The development sector is difficult anywhere in the world,” says Phoenix, “which is probably why the rewards are quite high.”

He says that the difficulties vary in different regions, in London for example the main problem would be that there is a finite amount of land that could be purchased to develop and it is very expensive. In Dubai, on the other hand, there is comparatively more opportunity.

“Right now, what we need to consider is how fast we want to grow,” says

Phoenix. The group’s current land bank will be exhausted by the end of 2018 or early 2019, and all the projects under construction right now would be com-pleted by then. “It is now time to look at the next projects that would come up after 2018,” he says. In terms of future projects, Phoenix expresses interest in developing a big masterplan as it is something the group hasn’t done yet.

The steadiness in the real estate and construction market is all that Phoenix wants. He says that he would prefer if it didn’t shift or jump up and down. He adds that there are many positive factors that contribute to the steady growth including the rise in population and increase in tourism. In his opinion, if the tourism target is met, which is a rise of 10 million tourists from 2010 to 2020, then the need for more buildings will definitely increase.

Phoenix says that the rental market is strong with a good demand for property, this would lead to a gradual rise in prices. However, he notes that Omniyat does not consider the market when it comes to setting prices. He believes that they need to set prices based on what they are providing rather than to compete with a rival in the market.

The key to do well in this indus-try, according to the MD, is keeping a long-term approach, looking at business plans and market growth in the next five years. He says: “If you have a monthly approach or worse a weekly one, you will drive yourself crazy.” When you have a long-term

view, you tend to be steadier. He says that a short-term player has a tendency to wobble by the shifts in the market.

The success behind the young and small team at Omniyat is credited to its Executive Chairman and CEO, Mahdi Amjad. Phoenix says that his team is centrally driven by their chairman’s vision who is actively involved with them on a daily basis. “He makes sure we deliver the best we can.”

“The key behind our quick success,” he says ironically, “is that we don’t rush our projects.”

The One by Omniyat The Binary in Business Bay, Dubai

The Binary, Omniyat’s third and most recently completed project in Business Bay, received its Building Completion Certificate in May earlier this year. The project will be 500,000 square feet of commercial and retail space. The project is completely sold with offices ready to be leased. The 29-floor structure comprises two connected 21-storey and 24-storey towers sitting above five podium levels, offering unique amenities including 15 ground floor retail shops and three basement levels with 1,218 parking bays.

CONStRUCtION BUSINESS NEWS ME JULY 201522

ANALYSIS

Fulldeck

Bridges of all kinds are a chance for the engineers and architects who work in the civil sphere to show off. Whether they

are a small and functional crossing or long-spanned centrepiece, clever and elegant bridge design is one area where the general public gets a chance to appreciate the work that goes in building the cities around them.

Over a decade of development in the region, sweepingly complex in-tersections, show piece crossings and kilometre after kilometre of viaduct have all sprung up, showing a bridge’s power to transform transport and put on some show-stopping design at the same time. The extended and intense period of development in the Gulf has seen new techniques and technologies prove their worth in the tough local working conditions.

“In the last ten years there has been a steep change in the way bridges are designed in the region, mostly driven by the metro and rail construction that is happening,” says Dr Ghas-

san Ziadat, Director of Planning and Infrastructure, Middle East and UAE Director of Bridges for Atkins.

“Bridges were built very conven-tionally because the tradition was to build in greenfield sites and basically to divert traffic away, put up some scaffold and cast in situ, then rein-state the traffic as it was before. This was okay when the cities were not as built up as they are now.”

Ziadat suggests this had to change as the economies of the Gulf coun-tries became stronger, populations increased and their cities became much more dense.

“Building bridges conventionally is no longer practical,” says Ziadat.

Citing the example of building large urban viaducts in an already built up environment, Ziadat points to the building of the Dubai Metro as a standout example of where more ad-vanced technologies for construction were successfully deployed. Segmen-tal construction techniques and pre-cast decking saw the viaducts that are now busy with trains assembled at

Construction at Hodariyat bridge, abu Dhabi. Copyright of VSL

ghassan Ziadat, Director of Planning and Infrastructure for atkins

Decades of development have seen bridges bold and beautiful spring up across the region. Stuart Matthews looks at how techniques and technologies have been refined in the region

ANALYSIS


a great pace around the city. Similar scenes of rapid deployment are likely to be seen around other Gulf cities as Doha and Riyadh develop their own much needed metro systems.

“[These techniques] are advanta-geous in many respects because they increase the rate of construction,” says Ziadat. “You can precast all the segments at the same time as you’re building the sub structure and you can precast all the decks in parallel, then launch them very quickly.”

Mechanised construction has been key to the speed of development in the region, especially on sophisticated projects such as light rail systems. Not only do they proceed with a very vis-ible pace, they help to limit disruption to the traffic below, as they require less space on the ground. Ziadat predicts that its the kind of construc-tion that is likely to continue in cities around the Gulf, as they look to move their populations from a reliance on cars to greater use of public transport.

“It’s not sustainable in Middle East-ern cities to continue relying on the car and there’s only so many roads you can build,” he says. “You need to invest in public transport. But the challenge is how do you build it all and keep the cities moving at the same time.

“It’s not something that is going to happen overnight; the investment will

go on for decades. But it’s important to use these techniques, so that you can operate systems while keeping the city moving, without causing too much disruption to people’s lives in the process.”

Mechanised methods have placed new demands on contractors and the teams of sub-contractors and consul-tants who support their work. When the construction techniques have a significant influence on the design get-ting projects built successfully means a bit of teamwork is required to inte-grate the design and construction. In turn this has encouraged the adoption of design and build contracts, where there is a much greater need for col-laboration between consultant and contractors and which have become a new and growing method of procure-ment within the industry.

“Within the Middle East we are seeing a great deal of highway infrastructure clients engaging in design and build style contracts,” says Mark Essam, Head of Bridges and Tunnels, WSP l Parsons Brinck-erhoff. “This is particularly evident in Qatar, where it is leading a change in the design approach. A key to the success of a design and build project is the timely delivery of a project and because of this we are approaching the designs with a construction mind-set.

“This means the design is being driven by the construction times-cale resulting in significant offline pre-casting and use of alternative construction techniques. We ensure we advise our clients on the most cost-effective solution by incorporat-ing pre-cast or alternative construc-tion methods into the design.”

Essam notes that when working on design and build style contracts, designers need to remain aware that they are effectively working for two clients, the contractor and the ultimate client. He also believes that this kind of contract will naturally pri-oritise function over form, placing the onus on the design teams to generate concepts that achieve this while also providing elegance, good value and speedy construction.

“Where there is an urgency to de-liver a piece of highway infrastructure, design and build is often seen as a neat solution,” he says. “This style of contract puts the responsibility for the whole of the works on the design-build contractor, minimising the levels of coordination that are necessary.”

Essam suggests that this eliminates the traditional staged approach to a project and allows overlap between the design and construction phases. Early contractor involvement also enables the design to be influenced by construction activities, which can further reduce the length of the con-struction programme.

“Studies have shown that project durations can be reduced by up to 30 percent using design and build prac-tices over traditional design-bid-build methods,” he says.

While speed may be of the es-sence for some of Qatar’s swathe of construction projects, the fact that a number of road works are primarily greenfield is also leaving room for tried and tested methods of bridge construction to be deployed on high-way jobs. Companies such as RMD Kwikform, a formwork specialist, are still seeing plenty activity in bridge work that is of a traditional cast in situ variety.

“Most of the bridges we’re doing in Qatar are box girder concrete struc-

Ongoing construction at Hodariyat bridge. Copyright of VSL


“The structure is going to be around for 100 years, so let’s try to make something that’s functional and aesthetic. The construction phase is a very small element of the structure’s design life, so I’m all for creating beautiful structures; something el-egant that you can look at and think it’s attractive.”

Deploying stay cable technology has a long history of creating iconic structures. When combined with advances in concrete technology and techniques using precast segmental construction, they can allow bridges to traverse large areas with long spans, with much of the work done off site in factory-like conditions. Ad-vances have lead to the move to use external post-tensioning, where the tendons are located inside the voids within a bridge deck. This leaves them free for maintenance teams to examine during the bridge’s op-erational life and also allows for en-hancements, should the load capacity of the structure need to be increased at a later date.

Selective use of such techniques, in combination with tried and tested technologies, will see cities in the Gulf continue to expand their stock of bridges, while creating the occa-sional icon too.

are using skilfully to give lighter weight structures longer spans and more aesthetically pleasing shapes,” explains Stephen Burke, Deputy General Manager of VSL, a post-tensioning specialist. “Struc-tures have been well designed and executed by very competent local contractors who know the area well and know-how to handle the traffic diversions. [The result is] that interchanges especially and very high-visibility areas are pleasing to look at. Once the area around them is landscaped they’re a bit of a local landmark; almost a work of art in themselves.”

VSL has proven the worth of the technology and the aesthetic balance it can bring on projects such as Abu Dhabi’s Hodariyat Bridge. The com-pany suggested an alternative design from the one originally called for in the tender documents, as it spotted an opportunity to create a landmark structure within the specified project budget. Through the use of pre-cast-ing, stay cables and post-tensioning, the company was able to create a dramatic structure that added to the local environment.

“One of the advantages we want to give clients is the opportunity to build a landmark,” says Burke.

tures, which have been across the Middle East,” says Darren Ellwood, Managing Director Qatar for RMD Kwikform. “Design in the time I’ve been in the Middle East has been consistent throughout, so physical de-signs haven’t changed a great deal.”

With plenty of practise in the regional civil market helping to build bridges and ramps for highway infrastructure, Ellwood has seen the business get faster and more demand-ing of the teams doing the hard yards.

“Time constraints on contractors are sharp to say the least,” he says. “The penalties for not completing are significant, so any gains or assurances they can get through a product or service is usually welcome. Given the size of Qatar there is a huge concen-tration of infrastructure work going on at the moment.”

While much of the work being done around the Gulf is by its nature primarily functional, there have been plenty of opportunities for form to take centre stage in recent years too. The use of post-tensioning technol-ogy and its skilful application has enabled bridge designs to evolve into thin elegant structures that can create notable landmarks.

“Post-tensioning, while not a new technology, is one that consultants

Hodariyat bridge, abu Dhabi. Copyright of VSL

“The construction phase is a very small element of the structure’s design life, so I’m all for creating beautiful structures; something

elegant that you can look at and think it’s attractive.”

- stephen Burke, Deputy General Manager of VsL

ANALYSIS

CONStRUCtION BUSINESS NEWS ME JULY 2015 25

TAKE TEN

Engineered to connect breathtaking landscapes, bridges appear deceptively simple in form but demand the most sophisticated construction techniques. Construction Business News ME picks its favourite 10 bridges to open since 2000

FUnctIon

The Apollo Bridge in Slovakia’s Bratislava crosses one of the world’s most famous rivers, the Danube; but that is not what makes the bridge a notable achievement. Weighing in at 5,240 tonnes the bridge, which was completed in 2005, deserves credit for its construction technique. The six-span steel structure, which is some 518 metres long and has a steel arch main span of 231 metres, was built on the river bank. Designed by Slovakia-head quartered Dopravoprojekt, with Aecom and Czech company Pontex as consultants, the tied-arch bridge with inclined hangers was completed on shore and then slowly swung into place across the river. The road bridge project also included built-in cycle lanes and required the reconstruction of just over a kilometre of the street adjoining the bridge from the left bank.

Six of the 10 biggest steel arch bridges in the world are in China and all have been completed since 2003 as the country has developed a taste for these simple, clean structures. The record for the longest span goes to the Chaotianmen Bridge, which pips its nearest rival the Lupu Bridge by just two metres at 552 metres in length. Although some might say the Chaotianmen Bridge lacks the aesthetic appeal of the Lupu Bridge, its sparse structure makes for a revealing design. The total length of the bridge, including viaducts is 1.7 kilometres and it has two levels for traffic. The upper deck is 36.5 metres across and contains two sets of three traffic lanes and a 1.5 metre pedestrian lane on either side. The width of the lower deck is 29 metres and includes room for light railway traffic.

apollo Bridge, Slovakia

Chaotianmen Bridge, China

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FORM &


The River Tyne in the English city of Newcastle has a long history of ship building and seafaring associ-ated with it and the bridges that cross it have always had to accom-modate that industry. When the Gateshead Council wanted to add a pedestrian and cycle bridge to the city’s collection of crossings a crucial aspect of the design would be the ability to let ships pass. A competition to find the perfect so-lution was won by Wilkinson Eyre Architects and Gifford & Partners, with a design that tilts. Formed by a pair of steel arches, one provides a deck for cyclists and pedestri-ans, the other from an arch over the river. Opened to the public in September 2001 the bridge’s pedes-trian and cycle deck is an almost-horizontal curve, held above the river by a series of suspension cables. When it is time to let a ship pass, the bridge tilts as a single, rigid structure, each arch counterbalancing the other.

Sometimes the design of a bridge has to let the destina-tion do the talking. When creating a new pedestrian jetty, which gives access to the thousands of tourists who visit Mont Saint-Michel in France each year, Dietmar Feicht-inger Architects had to take a delicate approach. The re-sulting design connects the island to the mainland over a 756 metre jetty that blends into the landscape by virtue of it slender profile. A total of 134 pillars just 24.4 centime-tres in diameter hold the jetty above the water and are set only 12 metres apart. This approach optimises water flow beneath the structure, tackling the sediment build up the area had suffered in the past. Materials were kept low-key and where possible the combinations of concrete, steel and timber were applied untreated. Even lighting was kept sparse, leaving the medieval structures on the island to be the main feature of the area.

Opened in April 2010 the Helix bridge is a pedestrian crossing that traverses the Singapore River in the city-state’s Marina Bay area. The project was the product of an international collaboration between Australia’s Cox Rayner Architects, Arup and Singaporean firm Archi-tects 61. The design is based on human DNA, a factor represented by the mesh of slim steel work that forms the structure and support of the design. A canopy is included in the structure and is formed from segmented panels of glass and perforated steel. The result is a 280 metre bridge made up of three 65 metre spans and two 45 metre end spans. If all the steel used was laid end to end it would measure some 2.25 kilometres. As with other feature bridges, LED lighting plays a key part in accentuating the curves and structure of the design.

New bridge of Mont-Saint-Michel, France

Helix Bridge, Singapore

gateshead Millennium Bridge, uk

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The elegant form and flat deck of the Lupu Bridge in China’s Shang-hai belies its considerable size. As the second-longest steel arch bridge in the world it has a total length of 3900 metres, including spans and crosses the Huangpu River. Opened in 2003, the bridge was a centrepiece of Shanghai’s hosting of Expo 2010. Designed by the Shanghai Munici-pal Engineering Design Institute the bridge’s inclusion of an observa-tion deck atop its spans has made it a tourist attraction in its own right. More than 35,000 tonnes of steel went into building the bridge, which was erected using a cantilever method and temporary cable stays. Its longest span is 550 metres, while it rises to 100 metres in height.

The staggering Millau Viaduct makes much of its impact through scale and the contrast of its pastoral setting. The cable-stayed bridge crosses the valley of the river Tarn in France, claiming the record as the world’s tallest bridge as it does so. Designed by high-profile British architec-ture firm Foster & Partners, in conjunc-tion with a well-known specialist bridge engineer Michel Virgloux, the design and construction of the spectacular structure claimed a host of other records too. As the tallest structure in France its tallest pier is 245 metres, with the others rang-ing in height down to 75 metres. Each of its sections spans 342 metres, while the masts above the bridge deck climb a further 87 metres. Completed in 2004 the design includes a split in the columns below the level of the roadway to accom-modate the expansion and contraction of the concrete deck.

The Meydan Bridge is a VIP cen-trepiece in the overall design of the Meydan racecourse and hotel facilities. Made most notable by its use of LED lighting to highlight its wave-like form, the bridge’s good looks managed to secure it a role in a Mission Impossible movie partly filmed in Dubai. With its role as an entrance for VIPs, the bridge has to deliver a sense of arrival and its lighting is a key component in this function. The bridge was built as part of a wider RTA project providing ac-cess to Meydan that included a total of 2025 metres of bridging.

Millau Viaduct, France

Meydan Bridge, uaE

Lupu Bridge, China6

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The Russky Bridge makes a statement with its size, its design and with its timing. Opened to support the Asia-Pacific Economic Cooperation Conference that took place in 2012, the bridge connects the Russian city of Vladivostok with Russky Island. As the world’s longest cable-stayed bridge, with an 1104 metre long central span, the massive bridge has a slight and elegant form. With massive pylons rising to 324 metres in height its look is reminiscent of the Millau Viaduct, but its design also had to cope with severe temperature variances and the high winds of winter storms. As such the central span structure has an aerodynamic cross section that underwent significant wind tunnel test-ing. Including viaducts the bridges total length is some 3100 metres, with a total of four lanes available for traffic. The bridge was built by USK MOST, with design done by NPO Mostovik.

The journey into the capital city of the UAE has changed a lot over the last decade, with the most striking addition marking the start of the city proper being the Sheikh Zayed Bridge. Designed by Zaha Hadid Architects the bridge is the third crossing linking the island of Abu Dhabi to the mainland and does so via an 842 metre deck. The two-way four lane highway bridge is 64 metres tall at its highest point and 61 metres across at its widest. The bridge’s cantilevered road decks are suspended from a spine of asymmetrical steel arches and it’s these arches that give the structure its defining form. Described by its designers as a ‘sinusoidal waveform’ it is visible above and below the road level and is said to mimic the shape of sand dunes. Opened in November 2010 the bridge is also notable for its use of a dynamic lighting design, which makes it a dramatic night time feature of the cityscape.

russky Bridge, russia

Sheikh Zayed Bridge, uaE

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29CONStRUCtION BUSINESS NEWS ME JULY 2015

COUNTDOWN OF THE CONSTRUCTION AND REAL

ESTATE INDUSTRY’S TOP 60 A-LISTERS

This month, Construction Business News ME brings you the inaugural edition of Power Hour, an annual feature that recognises the top players in the industry. Our feature looks at the 60 companies that have impacted economic development in the region. we showcase each companies’ profiles and projects, looking at its story, leaders and influence. we ranked each company based on overall performance, project delivery, and

market reputation. The Power Hour feature to give you, our readers, the opportunity to gain insights into the top companies in the Middle East. we have covered all fields of the construction and real estate industry from contractors to facilities management, similar to our magazine model. we aim for this to be a useful reference for architecture, engineering and construction (aEC) professionals in the market.

PROJECTS: » King Abdullah Financial District in Riyadh,

saudi Arabia

» Kingdom Tower in Jeddah, saudi Arabia

» Police Headquarters in sharjah, UAE

» American University of sharjah, UAE

» Cairo international Airport, Egypt

The company was originally formed by Bakr

Binladin’s father, Mohammed Binladin, as a

general contracting company in 1931. The

company gradually expanded over the years

across Saudi Arabia and added a number of

operating divisions to its portfolio. To push

the company to go global, Saudi Binladin

Group was established to incorporate vari-

ous divisions into a corporation.

Diversified into construction activities in

UAE during 1971 and Saudi Arabia in 1981,

the company has played a key role in the

region’s development especially in terms of

SAK HOldiNg

Bakr Bin Laden, Chairman of Saudi Binladon Group

1

POWER 60

major civil development projects.

The most active division, Public Buildings

and Airports Division (PBAD), is highly

competitive and has undertaken various

projects in building roads, bridges, airports,

hospitals, universities, large housing proj-

ects, residential and commercial buildings,

and high-rise towers among others. The

division is well known for its speed in mo-

bilising and executing projects. The yearly

turnout of the division is around $US800

million and has ISO9001:2008 certification

and maintains efficient quality pro-

grammes. SBG also led the way in Forbes’

recent Top Private Companies Making an

Impact list which included a number of

companies from the Middle East especially

Saudi Arabia.

SBL’s current manpower strength

is over 55,000 which includes

engineers, architects, technical

and administrative staff, skilled, semi-skilled

and unskilled workers. The group is often

ranked as one of the top construction com-

panies in the region and is surely part of the

A-list player. The group is currently working

on the $21 billion expansion project at the

prestigious Grand Mosque in Makkah.

SAudi BiNlAdiN gROuPLEadER: BakR Bin LadEn, ChaiRman

LEadER: ShEikh Thani Bin aBduLLah aL Thani, ChaiRmanSAK Holding is on its way to becoming one

of the leading companies in Qatar, with ma-

jor investments in building and expansion

to keep up with the Qatar National Vision

and Development Strategy. The company

has focussed on capitalising on market vari-

ables, the progression within the country,

the growing demands, and contributing to

Qatari society.

SAK Holding includes the SAK Real

Estate, SAK Trading and Contracting, SAK

Partnerships, and SAK Security Services.

SAK Partnerships Company, on the other

hand, serves real estate investors, and was

established under the directives of H.E.

Sheikh Thani bin Abdullah Al Thani, Chair-

man of SAK Holding, as part of his vision.

The company serves all types of real estate

investors, and develops the best investment

opportunities, that will achieve the highest

revenues; to benefit the real estate sector

and the economy.

SAK Trading and Contracting Company

is the Group’s executive arm and most

PROJECTS: » Al shamal Hotel in Doha, Qatar

» White square Tower in Doha, Qatar

» Ezdan Mall in Doha, Qatar

» Burj Al Khayarin in Doha, Qatar

» Al Wakra Mall in Doha, Qatar

successful company. The sole

proprietorship company (SPC)

of QAR100,000,000 is

owned by H.E. Sheikh

Al Thani.

The trading and

contracting company includes practices

such as general construction of buildings,

contracting, electrical work, general main-

tenance, and trading in electrical tools,

furnishing, household furniture, carpet

trading and construction equipment,

H.E. Sheikh Al Thani is a leading

Qatari businessman with diverse business

interests and unparalleled contributions

in the banking, real estate, insurance,

healthcare, media and sports sectors in

the region. In October 2012, H.E. Sheikh

Thani was presented with a Lifetime

Achievement Award for his contribution

to the development of the real estate

sector and the economy of the State of

Qatar over the years, at Ernst & Young’s

“Growing Beyond Summit 2012.”


PROJECTS: » Downtown Dubai, UAE

» Arabian Ranches in Dubai, UAE

» Dubai Marina, UAE

Dubai’s pioneer of master-planned communi-

ties, Emaar Properties, is one of the most re-

nowned real estate developers in the region.

The group’s reputation has grown through

the successful delivery of innumerable prop-

erties including shopping malls, retail, and

hospitality and leisure outlets.

The group was established in 1997 as

a Public Joint Stock Company listed on

the Dubai Financial Market. Today, Emaar

extends its expertise internationally with its

presence in several key markets. Its world-

class projects have raised the bar especially

when talking about its assets in Dubai.

Emaar also places emphasis on managing

environmental risks and impacts arising in

business activities. Its environmental policy

adheres to strict operating guidelines to

ensure minimal impact on the ecosystem.

The group also seeks to educate and spread

awareness among employees, contractors,

suppliers and communities. Earlier this year,

Emaar also won the Best Developer of the

Year at the RLI Global Awards 2015.

Chairman and Founder, Mohamed Alab-

bar, is known to be a global entrepreneur

with interests across retail, luxury, hospital-

ity, mining and commodities. Apart from

Emaar, he keeps his hands full working

with numerous national and international

organisations. He is also the founder and

chairman of Africa Middle East Resources

(AMER), a board member of Eagle Hills,

on the board of Noor Investment Group,

a member of the Dubai World Expo 2020

Preparatory Committee, and the founding

director general of the Dubai Department of

Economic Development (DED).

PROJECTS: » Palm Jumeirah Garden Home Villas in Dubai, UAE

» City of Lights in Abu Dhabi, UAE

» Wafi City interchange Bridge in Dubai, UAE

» Central Bank of Kuwait

» nad Al sheba Racecourse in Dubai, UAE

Founded in 1957 as a state company in

Beijing, China State Construction Engi-

neering Corporation (CSCHQ), is China’s

premier construction company with an

established presence across the globe. The

company is among the top 500 famous

brands in the world and has achieved A

certificates issued by the Chinese Ministry

of Construction in fields of roads, infra-

structure and housing construction. China

State Construction Engineering Corpora-

tion Middle East (CSCME), instituted by

CSCHQ, is an established contractor that

provides multi-disciplinary engineering

and construction services in the UAE. Its

services include building, infrastructure and

MEP works. CSCME entered Dubai in 2003,

after being awarded the Palm Jumeirah Gar-

den Home Villas project. Now the company

has ventured into neighbouring emirates

and has been awarded a total of 35 projects

within the country. The projects value that

had been awarded since the company’s

first assignment exceeded AED12 billion in

a time frame of less than nine years. While

the contract value of the on-going projects is

more than AED6 billion.

President and CEO, Yu Tao, has been

awarded the Top 100 Executive Manage-

ment in MENA by Forbes Middle East last

year. Yu Tao expressed that as an inte-

grated part of and one of CSCHQ’s major

overseas operational entities, CSCME has

comprehensive capabilities of undertaking

a number of landmark projects includ-

ing high-end hotels and resorts, airports,

bridges, and more.

PROJECTS: » Murooj Jeddah, saudi Arabia

» sumou Avenue in Dammam, saudi Arabia

» Business Oasis in Dammam, saudi Arabia

» indus-Comm in Dammam, saudi Arabia

Founded in 2008, Sumou Real Estate

Company has become one of the most

distinguished and successful real estate

development company in the Saudi Arabia

market. Through its unique vision, Sumou

aims at developing the best construction

projects that serve the society and the

country. The establishment is inspired by

its Founder, Dr Ayedh Bin Farhan Al Qa-

htani, who has significantly made his mark

in the local market. With deep insight into

the market, a great reputation and lessons

from past experiences, Dr Al Qahtani has

led his company to success. Sumou focuses

on quality for all as its main objectives and

seeks to establish a solid foundation in

the market. It has managed to offer many

successful and creative projects in short

period of time such as Al Jodi, Rofan and

the Makkah Gate project.

EmAAR PROPERTiES

CHiNA STATE CONSTRuCTiON ENgiNEERiNg CORPORATiON (middlE EAST)

SumOu REAl ESTATE COmPANy

LEadER: mOhamEd aLaBBaR, ChaiRman

LEadER: Yu TaO, PRESidEnT and CEO

LEadER: dR aYEdh Bin FaRhan Bin aL muBaRak aL QahTani, FOundER and ChaiRman


PROJECTS: » new Doha international Airport, Qatar

» Presidential Palace in Abu Dhabi, UAE

» Muscat international Airport, Oman

» King Abdul Aziz international Airport in Jeddah,

saudi Arabia

» nile Corniche Towers in Cairo, Egypt

In 1952, Kamel Abdul-Rahman, Hasib Sab-

bagh and Said Khoury came together to

create one of the first Arab construction

companies. Decades later, Consolidated Con-

tractors Company (CCC) still follow the same

principle of mutual trust with clients, ease of

communication, and smooth collaboration

across locations and departments.

Today, it leads the industry in the adoption

of new technology to improve construction

efficiency and enhance project controls.

CCC has more than 120,000 individuals

employed worldwide. According to the En-

gineering New Record listing, CCC ranks 18th

amongst the largest international contractors.

The group’s revenue last year was in excess

of US$5 billion. The construction activities

of CCC cover fields including heavy civil

construction, infrastructure projects, housing

and high quality buildings, pipelines, marine

works, and green designs.

Samer Said Khoury, current President of En-

gineering and Construction at CCC, worked his

way up the ranks of his father’s company. He

started with handling the total operations of

CCC in Kuwait from 1987 to 1990. The branch

had an average turnover of $50 million per

year and over 1,000 permanent staff. Before

taking over his current role in 2011, Khoury

has worked in various departments gaining a

wide range of experience in the engineering

and construction field.

PROJECTS: » Ataturk Airport in istanbul, Turkey

» Hamad Airport in Doha, Qatar

» Abu Dhabi Airport Midfield Terminal, UAE

» Damac Tower by Paramount in Dubai, UAE

» Emirates Financial Tower in Dubai, UAE

» Muscat Airport infrastructure Works, Oman

» Prince Mohammed Bin Abdulaziz Airport in Madinah, KsA

» King Khaled Airport Terminal 5 in Riyadh, KsA

Established in 2003, TAV Construction had

an aim to become a leading brand in airport

construction. A decade later, its vision was

successful when it received the ranking

as the World’s Largest Airport Contractor

Engineering News Record’s report. The

company has undertaken projects worth

US$16.2 billion in contract value.

TAV Construction focuses on building air-

ports and related facilities as their main area

of expertise.

Its portfolio includes innovative

and ultramodern airports which are

functional and aesthetically attrac-

tive. They have also drawn from

their technical knowledge in aviation and

applied it to non-aviation projects, expand-

ing their portfolio to futuristic tower projects

as well. Its services include design, construc-

tion, project financing, procurement, and

project management.

The company is a member of the TAV

Group Company that was founded by two

leading Turkish construction companies,

Tepe Construction and Akfen Construction,

in 1997. The main reason the two compa-

nies decided to collaborate was because of

the acquisition of the build-operate-transfer

tender of the Istanbul Ataturk Airport.

Group President and CEO, Dr Engineer

Mustafa Sani Sener, has led the company

since 1997, drawing from his past experi-

ence managing many national and interna-

tional projects.

He is also currently a member of the

Board of Directors of the Airports Council

International (ACI) World and was

elected as the President of Foreign Eco-

nomic Relations Board’s Turkish-French

Business Council in 2012.

CONSOlidATEd CONTRACTORSCOmPANy

dAR Al-ARKAN

TAV CONSTRuCTiON

mohamed alabbar, Chairman of Emaar

POWER 60

PROJECTS: » Al Qasr Mall in Riyadh, saudi Arabia

» Al Manar Residential project in Jeddah, saudi Arabia

» shams Al-Arous project in Jeddah, saudi Arabia

» Al Tilal project in Al Madinah, saudi Arabia

» Qasr Khozam in Jeddah, saudi Arabia

Riyadh-based Dar Al-Arkan is a real estate

development company that specialises in

residential properties. The company con-

centrates on the master-planned lifestyle

residential communities offering developed

land parcels, apartments and villas. Dar

Al-Arkan was established in 1994 by six

prominent business families with previous

real estate development experience. The

main reason behind the establishment at

the time was the increasing demand for

quality housing from the rapidly growing

population in Saudi Arabia. The shortfall

in the supply of housing units enabled Dar

Al-Arkan to grow rapidly in the market

especially among middle-income segments.

With the constant and steady population

growth in Saudi Arabia, Dar Al-Arkan man-

agement expects the rate of new house-

hold formation to continue to rise for the

foreseeable future.

Chairman Yousef A. Al-Shelash is also

the Chairman of Bank Al Khair in Bahrain

and the Chairman of Saudi Home Loan Co.

in Saudi Arabia. Al-Shelash draws from his

formal training in financial management

and evaluation of investment projects and

also has earned diplomas in both Banking

and Combating Financial Crimes.

The company believes that it is well

placed to implement its business plan

due to an experienced management

team, successful track record in land/site

procurement in strategic locations within

the Kingdom.

LEadER: dR EnGinEER muSTaFa Sani SEnER, GROuP PRESidEnT & CEO

LEadER: SamER Said khOuRY, PRESidEnT FOR EnGinEERinG and COnSTRuCTiOn

LEadER: YOuSEF a. aL-ShELaSh, ChaiRman OF ThE BOaRd OF diRECTORS OF daR aL-aRkan


PROJECTS: » City Walk in Dubai, UAE

» Jumeira Bay island in Dubai, UAE

» Ras Al Khor in Dubai, UAE

» Pearl Jumeira in Dubai, UAE

» Bulgari Resort and Residences

Meraas was purposefully established to

contribute to the national economy of UAE.

The group has created a huge portfolio of

investments in numerous sectors to gener-

ate long-term wealth enhancement and

social development of Dubai. To capitalise

on opportunities, Meraas has introduced

several initiatives in sectors including tour-

ism, leisure, real estate, development and

asset management.

dRAKE & SCull iNTERNATiONAl


1Falling under the group is Meraas Develop-

ment, a Dubai-based real estate develop-

ment company that focuses on sustainable

urban planning by utilising innovative ar-

chitecture and design. Meraas Development

is committed to building projects of the

highest quality, and are known to be deliv-

ered on time. The company seeks to create

exceptional buildings and communities in

the UAE. From infrastructure and transporta-

tion management to the distribution of office

and residential buildings, hospitals, clinics

and schools, it has addressed every aspect

of the urban landscape.

Meraas Estates is the asset management

arm of Meraas Holding, formed to manage

assets held both by Meraas, and by partner

companies. With an experienced and highly

committed team, Meraas Estates is commit-

ted to become a leading property manage-

ment company in the UAE. The company is

dedicated to ensuring tenant satisfaction and

retention, whilst constantly providing the

highest quality of services.

Meraas Holding’s Chairman, H.E. Abdullah

Ahmed Mohammed Al Habbai, also holds

the post of CEO of the Engineer’s Office

since 2005. With a background in engineer-

ing, he has more than 20 years’ experience

in the property and real estate sector, includ-

ing 16 years of service at Dubai Municipality

focussing on urban planning. He is a leading

figure in Dubai serving on the board of

several entities including Noor Islamic Bank,

Industrial & Investments Land Committee,

and Deira Investment Board Committee.

mERAAS HOldiNgLEadER: h.E. aBduLLah ahmEd mOhammEd aL haBBai, GROuP ChaiRman

LEadER: khaLdOun RaShid TaBaRi, CEO and ViCE ChaiRman

varied sectors in numerous locations around

the world.

The team places great emphasis on

sustainability with a strong will to endure

a legacy of excellence. It aims to not only

act responsibly but also run a practice

that is transparent. The company rec-

ognises its people, passion and innova-

tion to be its three pillars driving them

towards new opportunities.

Among DSI’s construction companies

are Drake and Scull Engineering (DSE) and

Drake and Scull Contracting (DSC), both of

which have established a notable presence

here in the Middle East.

DSE, an industry expert with mechani-

cal, electrical and plumbing (MEP) and

water and Power, has experience that dates

back to 1881 in the UK. Today DSE and

its subsidiaries oversee a wide variation of

projects across the GCC, Middle East, North

Africa, South Asia and Europe. Whereas,

DSC was established in 2006 and has grown

to be part of the region’s most monumental

PROJECTS: » Jumeirah Beach Hotel in Dubai, UAE » King Abdullah University of science and

Technology, saudi Arabia » Dohaland, Qatar » Cayan Tower in Dubai, UAE »

Drake and Scull International (DSI) spreads

across six sectors to deliver top-notch proj-

ects and solutions. The six sectors include:

general contracting, engineering, rail, oil

and gas, infrastructure development, water

and wastewater treatment. Through these

operations DSI provides integrated design,

smooth functionality and efficiency from

start to finish.

Active for over 130 years, the group

aims to constantly push the boundaries of

innovation with its solid record and diverse

range of services and solutions. The group

delivers exceptional value across all busi-

ness streamlines and is recognised as one of

the best end-to-end integrated engineering

solutions providers in the global market. DSI

oversees a notable series of projects across

and iconic landmarks.

DSC also has solid LEED

project experience along

with a highly innovative

approach, state-of-the-art equipment, skilled

workforce and a commitment to quality.

Jumeirah Bay island in dubai, uaE


PROJECTS: » Sheikh Zayed Bin Sultan Al Nahyan Mosque in Abu Dhabi, UAE

» The Palm Jumeirah, Dubai, UAE

» Jabal Omar Development in Makkah, Saudi Arabia

» Bahrain International Airport

» Abu Dhabi International Airport Midfield Terminal Complex, UAE

» Muscat International Airport, Oman

Hill International’s current portfolio includes several prestigious

undertakings including the Midfield Terminal Complex at the

Abu Dhabi International Airport in the UAE, the expansion and

modernisation of the Salalah and Muscat airports in Oman, the

57-acre Jabal Omar development in Saudi Arabia, and the Doha

Metro Green Line in Qatar. In addition, Hill International is also

enjoying renewals and repeat projects from many of its existing

customers – for instance, in February this year, the company an-

nounced that it had received three new project management and

site supervision contracts from the Civil Projects Division of one

of its long-term clients, Abu Dhabi National Oil Company, which

were estimated to be worth a total of US$25 million.

With more than 35 years of experience in the management

of construction projects around the world, Mohammed Al

Rais, Regional President of Hill International, is extremely well

placed in his role as regional president for the Middle East

for the New York Stock Exchange-listed construction consul-

tancy, Hill International. Al Rais said that the Middle East is

the biggest region for Hill International, both numbers-wise

and revenue-wise. “We are doing something in the region of, I

think, 62 projects today, with value worth about $82 billion of

construction costs.”

Mohamed Alabbar, Chairman of Emaar

POWER 60


Hill intERnatiOnal LEADER: MOhAMMED AL RAiS, REgiOnAL PRESiDEnT

PROJECTS: » Yas Mall in Abu Dhabi, UAE

» Al Rayyan stadium, Qatar

» King Abdullah Port, saudi Arabia

AECOM is a fully integrated professional and technical

services firm positioned to design, build, finance and

operate infrastructure assets for global public and private-

sector clients. The company has nearly 100,000 employ-

ees which include architecture, engineering, design,

planning, management, and construction professionals.

AECOM is ranked as the first engineering design firm by

revenue in Engineering News Record’s annual industry

rankings. The company’s Middle East division has been

around for 60 years and has over 4,000 employees. It

covers a broad industry in the region including buildings,

transportation, infrastructure, water and urban develop-

ment.

AECOM professionals in this region are said to be the

only consultant capable of delivering a fully integrated

offer – from feasibility study, design, programme manage-

ment, construction management, through to operation

and maintenance. These offers exist across all market sec-

tors of oil and gas, energy, retail, leisure, sports, healthcare,

education, hospitality, water, rail, highways, ports, aviation

and defence.

AECOM focuses on the importance of safe, efficient and

sustainable ways to move people across nations through

its projects in road, airports, ports, metros and railways.

Whether introducing freight rail to the UAE with Etihad

Rail, programme managing Qatar’s Hamad Port, or pro-

viding construction management of Abu Dhabi’s new air-

port, AECOM is entrenched in the region’s infrastructure.

On the buildings side, AECOM has seen significant

advancements in healthcare, education, residential and

hospitality developments. For example, Al Raha Beach

Development, for which AECOM provided infrastructure

design, introduced the first luxury waterfront mixed-use

development to Abu Dhabi.

With the GCC witnessing an increasing focus on envi-

ronmental standards, the company has also made sure

to contribute and add to these standards. For example,

in Qatar AECOM was the architect for the experimental

Passivhaus project, Qatar’s first low-energy villa that is

advancing sustainable building research for the region.

AECOmLEadER: daVid BaRwELL, CEO FOR ThE middLE EaST

Palm Jumeirah in dubai, uaE


POWER 60

PROJECTS: » shams Abu Dhabi, UAE

» World Trade Centre Abu Dhabi, UAE

» Yas island in Abu Dhabi, UAE

» Lulu island in Abu Dhabi, UAE

» Masdar institute of science and Technology in Abu Dhabi, UAE

Abu Dhabi-based Aldar Properties is one of the largest devel-

opers in the Middle East and North Africa region, with over

US$12 billion of assets. With a land bank of over 77 million

square metres, Aldar Properties is focussed on serving the

growing demand in the UAE for high-quality and profession-

ally managed property.

The net profit of AED620 million for this year’s first quarter

was released earlier this year stating a 36% increase since

2014. CEO, Mohammed Al Mubarak said: “We have seen a

strong first quarter driven by the growth in recurring rev-

enues from our investment property portfolio.”

AldAR PROPERTiESLEadER: mOhamEd aL muBaRak, CEO

PROJECTS: » Palm Jumeirah in Dubai, UAE

» The World in Dubai, UAE

» international City in Dubai, UAE

» Jumeirah islands in Dubai, UAE

» Veneto in Dubai, UAE

One of the world’s largest developers, Nakheel has been an

influential part of Dubai’s evolution in the 21st century. It boasts of

renowned projects that span a range of sectors – residential, com-

mercial, retail and leisure.

With tremendous developments and expansions coming up soon, the

group has been on an upward trajectory this year. In April this year 2015,

it announced its financial results for Q1 with a net profit of AED1.35 bil-

lion – more than double that of last year’s net profit.

Commenting on the results, Nakheel Chairman Ali Rashid

Lootah said: “There is a 115% increase in our net profit for the first

quarter of 2015 compared to the same period in 2014. We expect

to build upon these impressive first quarter results throughout

2015, and will continue to remain focussed in contributing to the

real estate sector in Dubai in a positive and effective manner in

line with the Government’s 2021 vision.”

Nakheel has also launched a number of projects in the retail,

hospitality and residential leasing sectors, including a vast new

community at Deira Islands and huge extensions to Dragon Mart

and Ibn Battuta Mall, announced earlier in June. When opera-

tional, these projects will generate cash revenue for Nakheel and

further strengthen the company’s overall financial position. Na-

kheel is aiming for AED7.5 billion per year in recurrent income

in the subsequent years.

NAKHEElLEadER: aLi RaShid aL LOOTah, ChaiRman


masdar institute of Science and Technology, abu dhabi

Palm Jumeirah, dubai

Palm Jumeirah in dubai, uaE

The Egyptian Steel Group has success-

fully penetrated the steel industry in

Egypt since its establishment in 2010.

Under the holding company are three

well-established companies, Industrial

Investment Company (IIC) for Steel

Plants Management, National Port Said

Steel (NPSS) and Egyptian Steel for

Building Materials Trading.

Steelmaking alone is considered to

be an essential sector to add to an

economy, which is why Egyptian Steel

believes that it plays an integral role in

the success of Egypt’s economy. The

group focuses on meeting international

and domestic demand for steel while

enabling export policies that increases

productivity continuously.

The group is dedicated to enhanc-

ing its presence in the market through

regular upgrading and development.

Group CEO and Chairman, Ahmed

Abou Hashima, is often recognised as

a rising star in Egypt. The 40-year old

entrepreneur has received accolades

for his dynamic leadership skills. Some

of his achievements include being

awarded the Young Arab Entrepreneur

by Murex D’or Institution, winning the

Rising Star Award at the Platts Global

Metals Awards in 2015 and the Respon-

sible Leadership Award from Entrepre-

neur magazine, our sister publication at

BNC Publishing.

The CEO was also awarded the rec-

ognition trophy for being one of the dis-

tinguished CEOs in Africa from the CEO

Africa Forum, honoured by President of

Al Fayoum University, Dr Khaled Hamza.

After which the university organised a

visit for Hashima to inspect and discuss

new ways of cooperation between the

university and businessmen in various

sectors. Students of Al Fayoum University

engaged with the CEO for insights into

his success story and the importance of

entrepreneurship in society. He pointed

out that waiting for government employ-

ment should not be their main goal

instead, and they should rise up and dig

for opportunities in a country that is full

of great ones.

EgyPTiAN STEElLEadER: ahmEd aBOu haShima, ChaiRman and CEO

PROJECTS: » Al Jalila Children’s speciality Hospital in Dubai, UAE

» new York University in Abu Dhabi, UAE

» Dubai Festival City, UAE

» Yas island in Abu Dhabi, UAE

» Al Raha Beach in Abu Dhabi, UAE

Al Futtaim Carillion commenced back in the mid-1950s

under the name George Wimpey & Co., the group has

changed names several times and has worked across the

UAE and Middle East establishing a strong network for

itself. Initially the company undertook civil and infrastruc-

ture projects, creating landmarks that have lasted decades

in this young country. The leading contractor now is a

joint venture between UK-based contractor Carillion and

the UAE-based Al Futtaim Group. Today the company

continues to apply its substantial experience, knowledge

and capabilities on major projects, so continuing to help

create the new vision of UAE.

Al FuTTAim CARilliON

ARABTECCONSTRuCTiON

1

LEadER: dEREk LEwiS, manaGinG diRECTOR LEadER: RaJa hanmi Ghanma, CEO

POWER 60

SHAPOORji PAllONjiLEadER: ShaPOOR miSTRY, ChaiRman

lEAdER: RaJa hanmi Ghanma – CEOPROJECTS: » Al shamal Hotel in Doha, Qatar » White square Tower in Doha, Qatar » Ezdan Mall in Doha, Qatar » Burj Al Khayarin in Doha, Qatar » Al Wakra Mall in Doha, Qatar

Arabtec Construction has been in the industry since

1975 when the company was established to take

advantage of the opportunities offered by the UAE’s

emerging market. Today the company has a vast ar-

ray of major projects, with a reputation as one of the

most respected players in the region. Its portfolio

spans across sectors including high-rise developments,

hotels, residential, commercial developments and in-

dustrial projects, airport developments, stadiums, villa

communities, mixed developments, entertainment and

offshore oil and gas installations.

Industry recognition has also validated our success,

with many accolades bestowed on the company includ-

ing the Mohammed Bin Rashid Al Maktoum (MRM)

Business Award for Construction in 2008.

Arabtec continues to play a major role in redefining

the skyline of Dubai. In conjunction with Samsung and

Six Construct, it was involved in the construction of the

world’s tallest building, the Burj Khalifa.

PROJECTS: » Oman Convention and Exhibition Centre (OCEC) in Muscat

» Amity international school in Abu Dhabi, UAE

» Green Community extension Phase iii in Dubai investments Park, UAE

» Landmark HQ building in Dubai Marina

» Hilton Riyadh, saudi Arabia

» Al Reziza Tower in Dammam, saudi Arabia

Shapoorji Pallonji has been around for 150 years, and in

its long history it has not only made its mark in its native

country, India, but also internationally. The name now is

synonymous with trust and quality, and has a rich legacy that

it stands by.

Today, the group has over 23,000 employees and a turnover

of US$2.5 billions. Its interests cover construction (including

residential, commercial, industrial and infrastructure), real es-

tate, infrastructure (comprising coal mining, power, ports and

roads), biofuels and agriculture, consumer products, electro-

mechanical and MEP services, facades and interiors, engineer-

ing, textiles, business automation and shipping and logistics.

Shapoorji Pallonji International was formed in April

2008 in Dubai to monitor and control all the international

operations of its parent company. Since its inception, it has

opened offices in Qatar, Saudi Arabia, Kuwait, Iraq, Libya,

Algeria, Kenya, Nigeria, Sri Lanka and plans to expand fur-

ther in African continent.


The globally renowned natural and

built asset design and consultancy firm,

Arcadis, works in partnership with clients

to deliver sustainable outcomes through

the application of design, consultancy,

engineering, projects and management

services. The firm employs over 28,000

people that generate more than EUR3

billion in revenues. It also supports UN-

Habitat with knowledge and expertise

to improve the quality of life in rapidly

growing cities around the world.

In June this year, Arcadis announced that

it has been appointed to provide architec-

tural, branding, design and construction

consultancy services for the Gold Line

metro line in the city of Doha in Qatar.

The appointment follows an earlier

involvement on comparable activities on

the Red Line South metro line, also in

Doha. For the Gold Line project Arcadis

will work on behalf of the contractor,

ALYSJ JV, a joint venture of several inter-

national and local construction and en-

gineering firms. The value of the project

to Arcadis is almost EUR20 million. The

ultimate client for the project is the Qatar

Rail Company.

Earlier this year, Arcadis also an-

nounced its new Middle East regional

leadership following the acquisition of

Hyder Consulting in October 2014. Wael

Allan took the role of CEO for the Middle

East region, previous working as Hyder

Consulting's group operating officer and

chairman for the Middle East.

Wael Allan, CEO of Arcadis Middle

East said: “The strength of ARCADIS and

Hyder capabilities enables the combined

business to deliver evolving client de-

mands and allows ARCADIS to provide its

full range of design and consultancy ser-

vices to clients in the Middle East. I am

looking forward to leading the combined

business to future success.”

PROJECTS: » nBK Headquarters in Kuwait City

» Al salam Palace in Kuwait City

» Oman Convention and Exhibition Center in Muscat

» Marina Waterfront in Kuwait City

Founded in Kuwait in 1961, SSH has expanded to become one of

the region’s largest architecture and engineering firms. It specialises

in the delivery of construction projects in the MENA region, with

50 years’ expertise in architecture, engineering, infrastructure and

construction. SSH employs over 800 people with offices in Kuwait,

Oman, Qatar, UAE, Iraq, Bahrain, Algeria and South Africa. SSH

has been ranked within the top 100 global consultancies by World

Architecture Magazine and in the top five in the MENA region for

2014. The company places a strong emphasis on design integrity

and combine it with their working knowledge of the region.

SSH also recruits people of high caliber who bring expertise

and innovation to every project. Collaboration is at the heart of

every SSH project, nurturing and maintaining strong partnerships

with clients, government ministries and their established network

of subcontractors. The company

applies its design expertise to

protect the project’s design

integrity and to seamlessly apply

extensive local knowledge into

the project delivery.

CEO Bob Hope joined the

company in 2012. Drawing

from his experience as a major

contractor as well as a leader of a

consultancy operation, he offers a

clear insight into all aspects of design and delivery chain.

In the 2015 World Architecture 100 survey, SSH ranked third

in the Top Ten Architecture Practices in the Middle East and,

globally, it topped the charts at number one for Culture and

number eight for Heritage Architecture, followed by third spot

in Infrastructure and Construction Management. The survey,

conducted by BD Online, collects data such as the number of

architects employed, signature projects, fee income and plans

for 2015.

ARCAdiS


LEadER: waEL aLLan, middLE EaST CEO

SSHLEadER: BOB hOPE, CEO


POWER 60

PROJECTS: » Prime Hospital in Dubai, UAE

» Citymax Hotel Mankhool Dubai, UAE

» Citymax Hotel Barsha in Dubai, UAE

» springdales school in Dubai, UAE

Established in 1991, Goldline Group was estab-

lished in a small yard in Sharjah to buy and sell

metal scrap. Today however, it is a US$500 million

group and has over 3000 employees of over 23

nationalities. The company specialises in metal

uRBACON TRAdiNg & CONSTRuCTiON

1scrap supply chain management and has a pres-

ence in 14 different nations across Africa, Asia,

UK, North Amercia, Russia and Ukraine.

It has maintained a steady annual growth rate

of 16% with a team of highly experienced profes-

sionals ensures the quality of metal scrap as per

clients’ requirements. The company sources its

requirements from diverse locations, adhering to

the international standards of quality. It also has

its own warehouses and yards in every location

it operates from. Also, Goldline has partnered

with the top shipping lines and logistics leaders in

moving cargo to clients.

Goldline Building Demolition LLC established

in 1999, is one of the major demolition company

in UAE. It has been responsible in executing nu-

merous landmark projects in the country valued

over AED 100 million.

The construction division has executed

building technically complex and high valued

projects across various segments. The portfolio

extends from construction of high rise buildings

and hotels to clusters of villas, commercial and

residential developments.

gOldliNE gROuPLEadER: naVJiT SinGh anand, ChaiRman

LEadER: mOuTaz aL khaYYaT, ExECuTiVE diRECTOR OF uCC

Qatar-based UrbaCon Trading & Contract-

ing (UCC) offers turn-key design, build,

finance and operative services. Through

fast-track methods, most of its projects

are executed in short durations by co-

ordinating parallel activities for design,

procurement and construction process.

This method results in short time periods

at less cost compared to conventional

development programmes.

The company has been involved in

several projects over the last few years

and has become one of the most re-

spected building contractors in Qatar. The

company has been ranked the fourth best

contractor in the Arab world and 184 glob-

ally in the list compiled by Engineering

News Record.

One of UCC’s key to success is its in-

vestment in human capital. With respect to

skilled labour, Urbacon maintains invest-

ment through training and development,

and it has a special division for labour

training and development at different

PROJECTS: » The island project in Doha, Qatar » Anantara Doha island Resort in Doha, Qatar » Lekhwiya sports Club in Doha, Qatar » souq Wakif Theme Park in Doha, Qatar » Lusail Office Tower in Doha, Qatar » Mall of Qatar in Doha »

levels, ranging from ordinary labour to

project managers.

According to the Executive Director

Moutaz Al Khayyat, the availability of

skilled resources is the key challenge in

the GCC construction and infrastructure

market. He said in a report: “We find that

specialist subcontractors are becoming

very busy and as a consequence unreli-

able, hence our strategy is to expand

our own heritage and develop in depth

resources in all fields.”

He said that the contracting market needs

trained labour to implement the urgent proj-

ects planned to be achieved on time.

“Effective value engineering,” he said,

“depends upon the technical expertise and

training of employees.

“At UCC, we have the resources to

provide the experience and the staff

required, allowing us to make informed

decisions that will make best use of the

client's programme requirements and

budget constraints.”


SOBHA gROuPmohamed alabbar, Chairman of Emaar

LEadER: PnC mEnOn, CEO

PROJECTS: » Time Group Production Facility in Dubai, UAE

» Yacht Club in Dubai Marina, UAE

» iT Plaza in Dubai silicon Oasis, UAE

» Manipal University in Dubai, UAE

» sobha Hartland in Dubai, UAE

» Meydan sobha in Dubai, UAE

Sobha Group was established in 1976 by PNC

Menon as an interior decoration firm under

the name of Services and Trade Company in

Muscat. Today, it is one of the most respect-

ed multinational groups with developments

and investments across the GCC, India and

Brunei. The group includes real estate devel-

opment, contracting, metal works, build-

ing services, manufacturing of construction

materials, and architectural and engineering

design, and consultancy.

PNC Menon, the Founder and Chairman of

Sobha Group, is known for his commitment

to excellence and passion for quality. As he

dedicated quality work to customers, he soon

rose up the ranks as one of the leading market

players in the construction industry. He has

been ranked fourth in the Top 100 Indians

in the UAE by Forbes Middle East, while the

group has received the Top Indian Real Estate

Company by Dun & Bradstreet.

Sobha LLC - Dubai, was formed three

years ago to carry and support Sobha's real

estate future developments across the GCC

and the Middle East. Currently the company

is working on significant mixed use develop-

ments in Dubai.

Sobha Engineering and Contracting is

the construction and contracting division of

Sobha Group in the UAE and has completed

over 100 projects including residential and

commercial high rise buildings, industrial

projects and an extensive range of villas for

reputed clients.

PROJECTS: » Al shamiya Holy City of Mecca expansion

project

» Amman Rotana luxury hotel in Jordan

» Al-Jamarat bridge reconstructon in saudi

Arabia

» Hodariyat Bridge in UAE

» King Abdelaziz international Airport in saudi

Arabia

» Wadi Adai in Oman

Austria-based Doka Group is one of

the leading suppliers of modern sys-

tem formwork technology, and one of

Austria’s biggest exporters. The group

has helped construction firms around

the world to safely carry out their

in-situ concreting operations faster

and more efficiently. With the massive

development going on in the Middle

East, Doka has established a good

reputation in the region with impres-

sive references which equip them for

an even larger number of challenging

projects ahead. Since its establishment

in the Middle East, Doka has run over

a thousand projects and has major ref-

erences. In the high-rise sector, Doka

remains the market leader in climbing

formwork with Burj Khalifa as its lead-

ing example.

According to Peter Vogel, Director

Doka Middle East, the primary factor

for continuing success is to keep the

continuous and deliberate focus on

the customer. He said the challenges

upcoming are phenomenal, ranging

from an entire GCC rail network to

stadiums. “Our methods ensure that

via daily contact with the client Doka

technicians, formwork instructors, en-

gineers, commercial and supply-chain

operations play a vital cooperative

role to get the job done economically

and with the highest safety.”

dOKA middlE EASTLEadER: PETER VOGEL, diRECTOR


RP glOBAl

He has been ranked in the top league in the

Forbes International India’s 100 Richest People

last year. With a net worth of $2.8 billion, a

sharp increase of 65% compared to $1.7 billion

in 2013, the CEO has managed a strong growth

in his business, particularly in construction,

infrastructure development and mining.

Dr Pillai says that the RP Group will al-

ways continue to focus on its business model

of strategic diversification and geographic

expansion. He has always dreamed of being

an entrepreneur with a strong commitment to

the community.

PROJECTS: » RP Heights in Dubai, UAE » RP One in Dubai, UAE »

RP Global is a recently established real estate

development company of RP Group of Compa-

nies, a US$4 billion group than extends across

the MENA region, Africa, Asia and Australia.

RP Global has ambitious plans for Dubai’s real

estate market, with heavy investments made in

two signature projects in the city. The company

is building on the solid reputation of RP Group

earned in the last 35 years by delivering over

$20 billion worth of projects.

RP Global’s approach to real estate is

captured with its theme, Live Beyond, which

basically stands for offering a lifestyle that is

beyond customers’ expectations.

The company aims to redefine bench-

marks in the Dubai real estate market,

similar to the RP Group’s track record of

bringing mega industrial projects to life.

Dr Ravi Pillai, Chairman and CEO of RP

Group of Companies, leads the group with

extensive insight about the market.

LEadER: dR RaVi PiLLai, CEO

PROJECTS: » Dubai Wharf, UAE

» Waldorf Astoria in Doha, Qatar

» Hilton Garden inn in Riyadh, saudi Arabia

» Madain Al Emarat in Dubai, UAE

» Maram Residence - Dubai Properties

LACASA is a multidisciplinary architectural

firm based in Dubai with offices across the

region. Founded in 2006 by Emad Jaber &

Nabil Al Khaja, the firm currently employs

250 architects, engineers, and other support

staff. It offers complete architectural design

services including concept, structural, MEP,

and interior design, as well as construc-

tion supervision. The firm's management

believes that the best investment a company

can make is in its human capital. Hence

it constantly encourages its architects and

engineers to learn, experiment, and evolve.

What sets the firm apart is its emphasis

on talent development. While it is said that

nothing is perfect, LACASA’s management

believes that perfection in design can be

achieved by cultivating extraordinary talent.

The firm strives to recruit the most talented

architects and engineers, as well as contrib-

ute to the education of regional students. It

has done so by bridging the gap between

academia and the professional world

through internships and a regional design

competition aiming to provide students with

the practical hands-on experience as well as

a job placement.

Multinational conglomerate, Mulk Holding, has di-

versified business interests primarily spanning four

sectors - construction, renewable energy, plastics

and healthcare. Its net worth spans around AED2 billion. Nawab Shaji Ul Mulk, Chairman

and Founder of Mulk Holding, manages a group of 20 companies in the Middle East for the

past 20 years. After various strategic partnership including one with Saudi Arabia’s Zamil

Group, ENPAR Group in Europe, Sri Lanka and India, Al Hamed Group in Abu Dhabi and

H.E. Sheikh Majid Al Nuaimi for Healthcare and Interior Fit-outs, Mulk Holding has success-

fully turned into a diversified industrial power house. With headquarters in Hamriya Freez-

one Sharjah, its work spreads across Europe, USA, Russia, Africa, Turkey, India, Pakistan and

the Middle East. Mulk Holding's flagship brand Alubond UAS Metal Composites has grown

into the world's largest metal composite brand with operations in 11 countries and a market

reach to 90 countries in the world.

Last December the group announced its entrance into global retail segment by investing

US$40 million in developing a landmark Duty Free shopping centre in Lagos, Nigeria. The

company has signed a contract with retailer Suzanne Group for developing the Duty Free

shopping centre at the National Theatre of Nigeria.

After signing the contract, the chairman said: “Mulk Holdings is adopting aggressive strategies

to expand its core business, while diversifying into other sectors like retail, commodities, health-

care, and energy solutions. Our vision 2020 is an ambitious initiative, which involves serious

investment into both our existing businesses and diversification into sustainable industries.”

PROJECTS: » Viceroy Dubai Jumeirah Village, UAE

» Viceroy Dubai Palm Jumeirah, UAE

» sKAi Residency in Dubai, UAE

» Bahar 4 in Dubai, UAE

» Villa Heights in Dubai, UAE

Launched in 2011 by entrepreneur Kabir Mul-

chandani, SKAI Holdings is an integrated and

holistic real estate company based in the UAE.

It offers a wide range of services across five

key sectors including investment, restructuring,

development, brokerage and hospitality.

The Dubai-based group, will upgraded its

upper upscale property in Dubai's Jumeirah

Village Circle to a five-star luxury property

and rebrand it Viceroy Dubai Jumeirah Vil-

lage following the signing of Viceroy Hotel

Group as its hotel operator last year.

This was after the launch of its flagship

US$1 billion Viceroy Dubai Palm Jumeirah

hotel which also won the Hospitality Project

of the Year at the seventh annual Middle

East Architect Awards 2014.

Kabir Mulchandani, Group CEO of SKAI

Holdings has developed a reputation of

successfully identifying the right market

opportunities, consistently entering and

existing investments at the right time with

an unrivaled understanding of market move-

ments, both long and short term.

In just a few short years, SKAI Hold-

ings has established itself as a leading real

estate and hospitality player in the UAE with

strong regional and international alliances.

The firm works with some of the leading

financial and hospitality institutions in the

world, including China State Construction

Engineering Corporation, Industrial and

Commercial Bank of China, Abu Dhabi's

investment vehicle Mubadala and Viceroy

Hotel Group.

lACASAmulK HOldiNg

SKAi HOldiNg

LEadER: Emad JaBER, manaGinG diRECTOR

LEadER: nawaB ShaJi uL muLk, ChaiRman & FOundER

LEadER: kaBiR muLChandani, GROuP CEO

POWER 60


lACASAPROJECTS: » Vision Tower in Dubai, UAE

» Mudon in Dubai, UAE

» Dubai Wharf, UAE

» Arabella in Dubai, UAE

» Manazel Al Khor in Dubai, UAE

» Remraam in Dubai, UAE

The Dubai-based real estate developer

oversees varied development portfolio of

residential, commercial, retail and hospital-

ity projects across Dubai. Dubai Properties

Group (DPG) is a member of Dubai Hold-

ing and master developer of world class

destinations that support the long-term de-

velopment of Dubai including Business Bay,

Dubailand, The Walk at JBR and Culture

Village. DPG invests in its communities and

aspires to become the best partner in pro-

dANuBE


viding a reliable service through the creation

of quality, value for money lifestyles, and by

creating a world class organisation.

It recently revealed ‘The Prime Collec-

tion’, a selection of finest units within its

impressive project portfolio across Dubai.

The event recorded an overwhelming re-

sponse from investors and buyers in popular

developments like Rahat Villas and Arabella

Townhouses in Mudon, and Dubai Wharf in

the heart of the Dubai creek. The collec-

tion is a unique and exclusive assortment of

residential units released for customers who

desire premium views, choice location and

timeless elegance for their homes.

Also the recently launched residential

tower at Dubai Wharf, a multi-million dir-

ham mixed-use project in the heart of Dubai

Creek, followed the tremendous investor

interest. The prime waterfront property of-

fers an excellent value proposition in terms

of both a contemporary architectural design

and an exclusive address. The completion of

major infrastructure works around the mas-

ter development was also a decisive factor

in driving investments.

duBAiPROPERTiESLEadER: aBduLLa aL ShamSi, ChaiRman

LEadER: Rizwan SaJan, ChaiRman

Last year marked the launch of Danube

Properties, the re-branded version of Dan-

ube Buildmart - that offers a great

value chain in real estate, construction and

home comfort.

“The launch of Danube Properties

comes following a careful study of the needs of the UAE's

property market where the combination of quality, affordabil-

ity, developer's commitment and timely delivery is a rarity,”

Rizwan Sajan, Founder and Chairman of Danube Group, said.

In January earlier this year, Danube Properties marked the

official start of the construction work of its first two projects,

Dreamz by Danube and Glitz by Danube.

Sajan said: “At Danube, it has always been our commitment

to provide a range of innovative, value-added services for our

customers to foster mutual success and growth.”

PROJECTS: » Emirates Hills in Dubai, UAE » Burj Al Arab in Dubai, UAE » shangri La hotels in Dubai, UAE » Grand Hyatt hotels in Dubai, UAE »

From a two person team in 1993, Dan-

ube has grown to one of the largest

materials companies in the region with

more than 1,300 employees. Today the

Danube group is a conglomerate with an

AED2 billion annual turnover.

Danube Building Materials FZCO has

more than 25,000 products and value added

services in-house, and operates from its

head office in Jebel Ali Free Zone, UAE. Danube has offices in

Sharjah, Bahrain, Oman, Saudi Arabia, Qatar, India and China,

along with its procurement office in Canada. The company’s in-

vestments comprise a manufacturing facility in China, a produc-

tion plant in Ajman, a ceiling manufacturing hub in Sharjah, and

a steel factory in Oman. In addition, Danube has also made size-

able investments within the major subsectors of the construction

industry, including the UAE steel, aluminium and glass markets,

and the Bahraini steel market. Danube Building Materials has set

a target of attaining US$1 billion revenue by the year 2015.

dubai wharf, one of dP’s latest and upcoming

projects


PROJECTS: » Gulf Tower in Doha, Qatar

» Barzan Tower in Doha, Qatar

» MOFA Building in Doha, Qatar

» Al sadd Tower in Doha, Qatar,

» Lusail Visitors’ Centre in Doha, Qatar

» HsBC Headquarters in Doha, Qatar

Arab Engineering Bureau (AEB) was formed

in 1966, as the first architectural and engi-

neering consulting firm in Qatar. The award-

winning firm consists of architects, urban

and master planners, interior, landscape

and structural designers, engineers, quantity

surveyors and project and design managers

with a truly inimitable portfolio.

The firm had six employees, when the

firm was acquired by its current CEO

dAmAC


1

POWER 60

Ibrahim M. Jaidah, after which it grew

to the current figure of over 500 highly

qualified professionals.

Ibrahim M. Jaidah ranks as a pioneer of

a new architectural movement which com-

bines the far-reaching influences of Islamic

art with modern style to create memorable

landmark structures that are shaping the

developing State of Qatar.

AEB draws on the strengths of a unique

architectural methodology, established

by Jaidah himself. Its focus is on the

present development of the country, and,

where appropriate, the firm preserves and

articulates traditional architecture while

ensuring that each design offers the client

a functional space tailored to their needs

and design brief.

AEB aims to implement environmental

concepts in its development and construc-

tion operations. In 2011 the firm officially

became a founding organisation of the Qatar

Green Building Council.

During an event in May 2015, hosted by

Qatar Green Building Council (QGBC) about

Doha's current architectural transformation,

Jaidah said: “In line with the current global

architectural trends, Qatar is striving to

ensure that its unique heritage and culture

continues to live, grounding the foundation

of the development on the adaptation of

microclimatic techniques with an inspiration

that attempts to recapture what made the

original so special. There are different and

interesting things on the horizon in Qatar's

architecture and its quality.”

ARAB ENgiNEERiNg BuREAuLEadER: iBRahim m. Jaidah, CEO

LEadER: ziad EL ChaaR, manaGinG diRECTOR Damac, joined the team 10 years ago as vice

president of international sales. He was then

promoted to general manager after which he

became MD in 2011.

As of May this year, Damac Properties

had awarded contracts worth AED2.8 bil-

lion across its projects. Awards include the

main works packages on more than 1,500

villas within its luxury lifestyle commu-

nity, Akoya Oxygen, three new apartment

blocks at Akoya by Damac and the main

contracts for three of its hotel apartment

projects, Damac Maison Privé, Naia Vantage

and Naia Celestia.

In addition to the main work pack-

ages awarded, Damac Properties has also

awarded contracts for construction of the

clubhouse at the Trump International Golf

Club, Dubai, in the Akoya by Damac master

development in Dubailand.

By March this year, Damac Properties had

delivered almost 14,000 homes and has a

development portfolio of over 37,000 units

at various stages of progress and plan-

ning. Included are more than 10,000 hotel

rooms and serviced hotel apartments under

development, which will be managed by its

hospitality arm, Damac Hotels and Resorts.

PROJECTS: » Akoya by Damac in Dubai, UAE » Akoya Oxygen in Dubai, UAE » Damac Towers by Paramount Hotels

and Resorts » Ghalia in Dubai, UAE » The Heights in Amman, Jordon

In the region since 2002, Damac Proper-

ties was established as a private residential,

leisure and commercial developer in Dubai.

Since then, the company has expanded

rapidly into North Africa, Jordan, Lebanon,

Qatar and Saudi Arabia.

The company believes in delivering

a luxury vision for customers. From the

selection of its development partners such

as architects, designers and contractors, to

the handover of keys, the company tries to

make sure every detail is uncompromised.

Damac also has a highly experienced

management team of directors and senior

managers with significant experience in the

real estate and construction industry.

Ziad El Chaar, Managing Director (MD)of


PROJECTS: » Kempinski Hotel & Residence Palm Jumeirah in

Dubai, UAE

» Paris-sorbonne University Abu Dhabi, UAE

» saadiyat Link in Abu Dhabi, UAE

» Burj Al Arab in Dubai, UAE

» Al shaqab Equestrian Academy in Doha, Qatar

One of the largest construction groups in

the region with over 20,000 employees,

Habtoor Leighton Group is part of Aus-

tralia’s largest project development and

contracting company, Leighton Group.

HLG focuses on five core areas including

infrastructure, building, rail, oil and gas,

and mining. The group has an extensive

track record of undertaking large-scale

projects in the region since 2007. The

group was formed through a merger

between UAE’s Al Habtoor Engineering

and Leighton Group’s regional company

Gulf Leighton.

CEO and MD José Antonio López-Monís

joined HLG in 2012 with an extensive experi-

ence in international construction and previ-

ously worked for one of the world’s largest

construction companies, Dragados, S.A.

HLG’s presence has been growing

the GCC region and this year the group

was awarded two largescale projects in

Qatar including a road project and the

construction of Mega Reservoir PRPS

3. López-Monís said that Qatar's a key

market for HLG.

He said: “Securing repeat business from

key government clients demonstrates that

HLG remains a preferred contractor for

clients to whom we have demonstrated our

ability to deliver complex projects, safely,

on time and on budget.”

PROJECTS: » Palm Jumeirah Garden Home Villas in Dubai, UAE

» City of Lights in Abu Dhabi, UAE

» Wafi City interchange Bridge in Dubai, UAE

» Central Bank of Kuwait

» nad Al sheba Racecourse in Dubai, UAE

Established in 2007, KEF Holdings was

founded by Faizal E. Kottikollon and cur-

rently operates across India, the Middle

East and Singapore. The group is guided

by the philanthropic vision of its Founder

and Chairman Faizal E. Kottikollon and his

wife Shabana Faizal, the Vice Chairperson.

The company, in close collaboration with

stakeholders in the public and private

sectors, actively drives, funds and supports

high-impact social activities undertaken by

the Faizal and Shabana Foundation. KEF

Holdings provides innovative industrial

PROJECTS: » Waldorf Astoria Hotel in Dubai, UAE

» City Walk in Dubai, UAE

» Golden Mile in Dubai, UAE

» Business Central Towers in Dubai, UAE

» Marina Bloom in Abu Dhabi, UAE

Since its foundation in 1989, Al Shafar

General Contracting (ASGC) have provided

general contracting solutions for more than

250 construction projects. Although histori-

cally known for its residential and com-

mercial projects, it has recently started to

diversify its offerings and has secured key

contract wins for projects in

other market sectors, includ-

ing hospitality, healthcare,

industrial, oil and gas, and

social infrastructure.

In addition, ASGC was

one of the first construction

companies within the UAE

to be awarded the ISO 9001 Quality Man-

agement System Accreditation, ISO 14001

Environmental Management System and

OHSAS 18001 Health and Safety Manage-

ment System Accreditation.

ASGC has a rich history in the UAE

spanning over a quarter of a century –

which has enabled it to develop a deep

understanding of both the local and

regional construction industry. It has

earned a good reputation for delivering

high-quality and iconic projects both on

time and within budget.

In addition, as part of its business, ASGC

is also able to leverage its Construction

Products and Services division. The divi-

sion comprises of five subsidiaries that

collectively provide MEP services and steel

structure, ready-mix concrete and pre-cast

products, as well as interior fit-outs.

The vertically-integrated nature of the

Group also encompasses a workforce, as

highlighted previously, of approximately

10,000 staff, as well as an extensive ASGC

owned asset base.

Supplying own equipment

and dedicated staff enables

the company to closely

monitor project costs and

expenses, which in

turn gives ASGC a com-

petitive advantage.

HABTOOR lEigHTON gROuP

KEF HOldiNg

Al SHAFAR gENERAl CONTRACTiNg


LEadER: JOSé anTOniO LóPEz-mOníS, CEO and manaGinG diRECTOR

LEadER: FaizaL kOTTikOLLOn, ChaiRmanand FOundER

LEadER: Emad azmY, PRESidEnT

Burj al arab, one of hLG’s projects

technologies, products and processes de-

signed to create shared value by increasing

productivity, quality and sustainability.

The company has six business verticals

- KEF Infra, KEF Health, KEF Education,

KEF Agri, KEF Metals and KEF Invest-

ments - that focus on the infrastructure,

healthcare, education, agriculture, metals

and investment sectors respectively.

KEF's industrial forte lies in its ability to

create integrated business processes and

deliver cutting-edge off-site construc-

tion technology and solutions, including

precast, prefabricated bathrooms, joinery

and aluminium glazing. The company

applies this expertise to the creation and

upgrades for essential infrastructure, such

as educational, healthcare, commercial

and residential facilities.

ALEC

ImdAAd

Mohamed Alabbar, Chairman of Emaar

LEADER: KEz TAyLoR, CEo

POWER 60

Town Square in Dubai, UAE

PRoJECTS: » Burj Khalifa in Dubai, UAE

» Techno Park in Jebel Ali FreeZone, UAE

» Owners Association’s Buildings at International City in Dubai, UAE

» Mohammed Bin Rashid Housing Establishment in Dubai, UAE

Imdaad commenced operations back in 1986 as a Civil Engineering

Division of the Ports Customs & Free Zone Corporation. As the re-

gion became aware about the benefits of the facilities managemnt

industry and demand for specialized FM opera-

tors increased, it was made into the UAE’s first

integrated FM company in 2007.

In a span of 25 years, it has built a strong

reputation as a provider of quality-driven facility

and waste management solutions with a strong

commitment to environmental sustainability and

corporate social responsibility. It remains com-

mitted to contribute towards the region’s social,

economic and environmental development by providing innova-

tive, green and affordable solutions in its markets of operation.

With a team of over 4,200 highly qualified and multicultural pro-

fessionals, Imdaad has successfully implemented its Emiratisation

programme to offer talented and nationals with suitable employ-

ment. Aside from winning several prestigious awards, the company

has been awarded ISO and OHSAS certifications.

With an ambitious and structured regional expansion strategy,

Imdaad already has a significant presence in Qatar through its sub-

sidiary firm Imdaad Qatar and will soon com-

mence operations in Saudi Arabia and Oman.

Imdaad is the pioneer in launching sustain-

able and green services that make a remark-

able impact in reducing carbon footprints. It

became the only FM company in the UAE to

operate garbage collection trucks on bio fuel

and is the first company to have trained staff

for green building FM services.

yas Waterworld in Abu Dhabi, UAE

LEADER: MAhMooD RAShEED, ChiEf oPERATing offiCER

PRoJECTS: » Dubai International Airport, Concourse A, UAE

» Yas Waterworld in Abu Dhabi, UAE

» Abu Dhabi International Airport, UAE

» Bulgari Resort Hotel & Marina Village in Dubai, UAE

» Bluewaters in Dubai, UAE

Al Jaber LEGT Engineering & Contracting (ALEC) LLC, a sub-

sidiary of the Al Jaber Group, has consistently evolved and

grown, since its inception in 1999, to become a preferred con-

tractor for the execution of major construction projects across

the GCC. ALEC currently operates in Dubai, Abu Dhabi, Oman,

and Qatar with a workforce in excess of 9,300 employees.

With a proven track record in delivering complex multi-faceted

projects, ALEC has built its reputation of successfully executing

contracts within budget, on time and to the satisfaction of all

significant stakeholders.

ALEC believes that it is its people that differentiate it from its com-

petitors. People are the main ingredient in the success of the business

and without a well aligned, competent and committed workforce,

the company would not have achieved the success it has. This is

recognised at all levels of the business and reinforced by demonstrable

commitment of its employees. It values its Corporate Social Respon-

sibility (CSR) plan and considers it an essential part of the company,

understanding that a responsible business is a sustainable one. ALEC

takes responsibility seriously with a CSR committee driving activities

based around four key pillars - people, community, environment and

health and safety.

ALEC continually strives for improvement in all aspects of its opera-

tions – the company’s brand promise is “Building Excellence” which is

reflected in the continuous successful completion of projects to repeat

key clients in the region. The business is ISO accredited for business

systems, quality and environmental management systems as well as

receiving many awards over the years for its projects.


PROJECTS: » Zahra Townhouses – Town square in Dubai, UAE

» Zahra Apartments – Town square in Dubai, UAE

» Hayat Townhouses – Town square in Dubai, UAE

» safi Apartments– Town square in Dubai, UAE

Newly established in 2014, private

developer Nshama offers integrated

lifestyle communities with value

propositions for aspiring home-owners.

Bringing the expertise of project de-

velopment professionals from around

the world, backed by strong domain

knowledge, Nshama aims to create

master-planned neighbourhoods that

are smart, interconnected, networked,

tech-driven and sustainable.

Fred Durie, CEO of Dubai-based

Nshama, oversees the successful

delivery of projects including Town

Square, Nshama’s flagship develop-

ment. Durie has been associated with

several mega-developments in the

region, including multi-billion dollar

projects such as Downtown Dubai and

Arabian Ranches. His experience in the

region spans several years, as he first

started off as a civil engineer for Dubai

Municipality in 1986. Before Nshama,

Durie was the CEO of Emaar Interna-

tional and also served as its Executive

Director of Development.

Nshama’s trendy flagship development,

Town Square, redefines the concept of

integrated neighbourhoods in the city.

Fred Durie said that Nshama is usher-

ing in a new development approach to

Dubai that draws on the Dubai Plan 2021

and supports the key theme of establish-

ing the city as a ‘preferred place to live,

work and visit.’

He said: “Meeting the demand for

value homes from professionals and fami-

lies along the city's major growth corridor,

Town Square distinguishes itself across all

aspects of its design, development and

after-sales service. It also meets the signifi-

cant demand for middle-income value

housing with quality and affordable price

points as our prime consideration.”

ATKiNS middlE EAST

1

PROJECTS: » Presidential Palace in Abu Dhabi, UAE

» Dubai international Airport Terminal 3, UAE

» King Abdulaziz international Airport, saudi Arabia

» King Abdullah Economic City, saudi Arabia

» Kingdom Tower in Jeddah, saudi Arabia

» nakheel Mall in Palm Jumeirah Dubai, UAE

The 150 year old company originally started

as the Badische Anilin-und Soda-Fabrik

(Baden Anilin - and Soda Factory in English)

producing dyes. Now BASF has successfully

evolved to become a premier chemical com-

pany with more than 113,000 employees

around the world. Since its establishment,

the German chemical company has been

guided by a knowledge of chemistry and

technology. The company’s portfolio ranges

from performance products, plastics, crop

protection products to oil and gas field solu-

tions, desalination solutions and construc-

tion chemicals.

BASF’s Construction Chemicals division

plays a central role in tackling challenges

in the region and celebrates five decades of

successful sustainable construction practice.

Articulating this commitment to sustain-

ability, BASF is also a founding member of

the Emirates Green Building Council in the

UAE. According to the team, solutions enable

buildings to be more durable and cost ef-

ficient through the life cycle. Using chemistry

to enhance energy efficiency across buildings,

and thus protect the environment and reduce

maintenance expenses in the long run. Con-

struction Chemicals operates production sites

and sales centers in more than 50 countries

and achieved sales of about EUR2.1 billion

in 2014.

The portfolio under Master Builders Solu-

tions – BASF’s brand for the construction in-

dustry – includes concrete admixtures, cement

additives, chemical solutions for underground

construction, waterproofing solutions, seal-

ants, concrete repair, protection solutions,

performance grouts, and tiling and perfor-

mance flooring solutions. The brand provides

advanced chemical solutions for quality

infrastructure and tries to meet every need in

projects from tunnels to roofs.

BASF CONSTRuCTiON CHEmiCAlSLEadER: JuLian PRiTChaRd, GEnERaL manaGER

LEadER: SimOn mOOn, CEO middLE EaSTPROJECTS: » Doha Metro Gold Line, Qatar » Riyadh Metro, saudi Arabia » suites in the sKAi in Dubai, UAE » Alila Jabal Akhdar Resort Hotel, UAE » Baku White City, Azerbaijan » Bahrain World Trade Center

Atkins Middle East is the Middle Eastern

division of Atkins Global which is one of

the world’s most respected design, engineer-

ing and project management consultancies.

Atkins has a focus to build long-term trusted

partnerships and provide advice and engineer-

ing design for both public and private sector

clients. The multidisciplinary nature of the

company’s skills allows it to draw on expertise

from across the business to deliver complex

projects across the region, drawing as neces-

sary on more than 17,400 staff worldwide. It

delivers engineering and technically integrated

design, together with project and cost man-

agement services, to a wide range of clients.

With areas of operation including transporta-

tion, buildings, environment, energy, defence

and infrastructure design.

It is the 15th largest global design firm ac-

cording to Engineering News Record in 2014.

CEO of Atkins Middle East, Simon Moon,

joined Atkins in 1996 from British Aerospace

(BAe Systems). He joined the Middle East

regional business in November 2011 as chief

operating officer before assuming his current

role at the end of 2013.

NSHAmALEadER: FREd duRiE


PROJECTS: » Marina Promenade in Dubai, UAE

» Al Duaa Marina Tower in Dubai, UAE

» salman Bay in Jeddah, saudi Arabia

» Deira City Center in Dubai, UAE

» Hydra Towers in Dubai, UAE

» Dragon Mart Hotel in Dubai, UAE

The strength and success of Kele is in the projects that

have been completed around the world which have

sparked the passion for achieving excellence. Kele’s

expertise includes the design and construction of

large-scale developments, low and high-rise buildings,

residential and commercial developments.

Established in Australia over three decades ago, Kele

has continued to develop a wide range of construc-

tion capabilities and expand operations within Australia

and globally throughout the Gulf, Middle East and

Africa. Kele’s platform for growth is based on specialist

construction techniques backed with customised design,

engineering and management services.

The key strengths of Kele have evolved through

the adoption of industry leading practices combined

with the latest Australian construction techniques and

processes. This background combined with an ISO

certified management system continues to ensure the

successful delivery of projects for all clients world-

wide. Kele has the experience and ability to create and

achieve high quality and cost effective construction

solutions for all types of projects. This is achieved by

a vast knowledge of the value engineering and design

process to drive value without compromise, all of this

is then executed to completion by a highly skilled man-

agement team with a diverse range of experience both

locally and globally.

With a solid foundation successfully in place Kele

continues to combine the best engineering and manage-

ment practices to offer a range of construction solutions

which are constantly pushing the boundary of what can

be achieved. Kele focuses on a complete 360 degree

approach to the design and execution of every project

through the unique “think, design, build” philosophy

which continues to propel Kele forward as a significant

force in the construction industry.

PROJECTS: » Cayan Tower in Dubai, UAE

» Dorrabay in Dubai, UAE

» Cayan Business Center in Dubai, UAE

» Layaly Compound in Riyadh, saudi Arabia

» samaya in Riyadh, saudi Arabia

» Broumana Lands, Lebanon

The Cayan Group is currently one of Middle East’s leading real estate developers

and has a reputation for developing projects that are internationally recognised.

Since its formation in 2004, the group has concentrated on developments within the

GCC with offices in Riyadh, Saudi Arabia and Dubai. Cayan Development’s portfolio

features high-rise buildings such as residential complexes, commercial towers and

centres, hospitality projects and multi-purpose gated communities. Its highly quali-

fied team adds value and quality together with unmatched customer satisfaction.

Cayan Group enjoys a superior market reputation which will drive continued

improvement and success. The group’s prestigious real estate project, Cayan Tower,

officially declared by the Guinness World Records in 2015 as the globe’s tallest

twisted tower standing at 307 metres high, has become one of the most important

architectural landmarks in the Gulf region.

In June 2015 the Group Chairman Ahmed Al Hatti was honoured as one of the

top companies in the region at the ‘Forbes Top Companies in the Arab World 2015’

hosted by Forbes Middle East.

PROJECTS: » Murooj Jeddah, saudi Arabia

» sumou Avenue in Dammam, saudi Arabia

» Business Oasis in Dammam, saudi Arabia

» indus-Comm in Dammam, saudi Arabia

The Saadiyat Development and Invest-

ment Company (SDIC) is an Abu Dhabi-

based real estate development company

currently planning the development

and construction of a prestigious project

within Saadiyat Island, Hidd al Saadiyat.

The team works closely with a select

group of contractors and consultants,

on the detailed planning and delivery of

this unique and pristine development.

SDIC is focussed on the target market,

and because of the well-experienced

management group,

the ongoing recep-

tion to the develop-

ment has surpassed

most expectations.

Hidd Al Saadiyat development ex-

tends on a land area covering nearly

1.5 million square metres of natu-

ral waterfront land within Saadiyat

Island. With nearly seven kilometres

of waterfront, the development enjoys

an island feel and a remarkable land-

scape. The exclusive 488 villas are

designed and developed to respond

to the unique location and surround-

ing oceanscape.

Mounir Haidar, Managing Director,

has more than 30 years of experience

in real estate spanning a wide range of

heavy infrastructure developments, pro-

gramme and construction management,

and business development in USA,

Europe and the Middle East.

KElE

CAyAN gROuP

SAAdiyAAT dEVElOPmENT ANd iNVESTmENT COmPANy


LEadER: andREw ELiaS, CEO

LEadER: ahmEd aLhaTTi – GROuP ChaiRmanO

LEadER: mOuniR haidaR, manaGinG diRECTOR

POWER 60

evelopment of hidd al Saadiyat, SdiC’s project

PROJECTS: » One At Palm Jumeirah in Dubai, UAE

» The sterling in Dubai, UAE

» The Opus in Dubai, UAE

» The square in Dubai, UAE

» One By Omniyat in Dubai, UAE

» Bayswater in Dubai, UAE

Omniyat approaches design, development

and management of each of its properties as

if it were a unique work of art. It believes in

nurturing and maintaining close partner-

ships with the world’s leading architects,

engineers, interior designers and artists.

Every project is driven by artistic sensibilities

where design and art are at the centre piece

of the development.

The company has collaborated with high

profile designers including Zaha Hadid,

Steve Leung and Super Potato. Each design-

er, world-renowned for their award-winning

designs, brings a distinct artistic look and

feel to every individual property.

Each of its signature project design is

planned after studying the lifestyle aspira-

tions of potential residents. It believes in

consistent delivery on the design promise, to

create a superior return on investment and

give every home owner the fulfilling experi-

ence of living in a unique space that reflects

their personality.

Mahdi KMJ Amjad, Executive Chairman

and CEO of Omniyat, is a dynamic leader,

self-starter and has an eye for identifying

valuable opportunities. He founded Omniyat

in 2005 with a vision to contribute to UAE’s

rising skyline by developing modern com-

mercial and residential buildings. He has led

Omniyat to put design and art at the heart

of every development and has been instru-

mental in large-scale collaborations with

award-winning and globally respected

designers. Amjad has also ensured that

Omniyat maintains consistent high qual-

ity across the board and is committed to

provide a superior value proposition for

all stakeholders.

The company’s consistent, bespoke ap-

proach in the design and delivery of all its

projects to generate a superior value propo-

sition in a variety of investment environ-

ments is widely recognised as an industry

benchmark in the Arab region.

OmNiyATLEadER: mahdi kmJ amJad, ChaiRman and CEO

Seven Tides was launched in 2004 as a

privately owned luxury property developer

and holding company. Since then the com-

pany has focussed on its portfolio to include

exceptional properties in the finest locations.

Seven Tides has developed and owns a

variety of projects spanning residential, com-

mercial and resort properties.

Five star developments on the Palm Jumei-

rah and a landmark hospitality acquisition in

London showcases the company’s originality.

PROJECTS: » Anantara Residence in Dubai, UAE » Dukes Oceana in Dubai, UAE » Oceana Residence in Dubai, UAE

During the launch of Dukes Oceana, the

CEO Abdulla bin Sulayem also empha-

sised how Palm Jumeirah (where most of

the company’s projects are based) is an

exceptionally good location within Dubai.

He said: “Palm Jumeirah is also the only

development in Dubai that has experienced

an increase over its fourth quarter 2008

highs, with rates up by 4% in 2014 alone.

Its unique and exclusive villa community

positioning ensures its competitive edge in

a fluctuating market.”

In terms of risks and the effect of the dip

in oil prices he said: “When it comes to risks,

to put it simply: everything in life is a risk.

We manage our risks on a monthly basis, to

make sure we take calculated safe risks.”

With experienced professionals from

around the globe and areas of expertise,

Seven Tides is uniquely able to focus its col-

lective experience to developing world-class

offerings in any location.

LEadER: aBduLLa Bin SuLaYEm, CEOSEVEN TidES


Jeddah-based Construction Products Holding

Co. (CPC) is a manufacturing company that

provides customers with “a complete solution to

build” facilities. Apart from its centres in Saudi

Arabia including Riyadh, Bahra, and Dammam,

it has been established across with branches in

Qatar, UAE, Syria, Egypt and even India.

The company provides vital building materi-

als specialist ranging from precast, glass, alu-

minium, iron and ready mix concrete, electrical

cables, wood and plaster works, marble and

granite, adhesive, leasing, construction equip-

ment, finishing, steel, transport and electrome-

chanical structures, and renewable energy, as

well as logistical support to serve the construc-

Eastablished as Farnek Middle East

in 1980, the company is part of Zu-

rick-based Priora Group, an interna-

tional full service property manage-

ment company. Farnek Avireal has

won maintenance contract together

with its international partners, for

the tallest building in the world, Burj

Khalifa. This achievement combined

with its strategic client partnerships

with a wide variety of industry lead-

ers in the UAE solidifies its role as

one of the leading FM companies.

The company has offices in most

cities of the UAE. With a skilled

workforce of more than 2,500

people, Farnek maintains over 2,500

properties on behalf of international

and regional companies.

The company believes in

sustainability and is a member of

the US Green Building Council,

has exclusivity with international

organisations such as Green Globe

and myclimate and has already been

presented with the prestigious Emir-

ates Energy award for producing

the Middle East's first hotel energy

consumption benchmark survey.

CEO, Markus Oberlin, highlighted

the need for green and sustainable

FM solutions within Hospitals at this

year’s Building Healthcare Middle

East Exhibition, held at the Dubai

International Convention and Exhi-

bition Centre (DICEC).

He said: “Incorporating sustain-

able design in hospitals can reduce

not only its overall carbon emis-

sions, but also its utility bills can be

significantly reduced, in some cases

by as much as 20%. Imagine making

those sort of savings when your

total annual healthcare budget is

US$56 billion?”

FARNEK AViREAl

jEddAH ECONOmiC COmPANy


1

LEadER: maRkuS OBERLin, CEO

POWER 60

tion industry all under one umbrella.

Earlier this year, CPC signed an agreement

with Ayadi Company for Development and In-

vestment to build five small and medium-sized

enterprises (SME) for US$500 million. The

agreement is under the Egyptian government

agenda to support local SMEs.

Last year, CPC acquired 100% of Egypt's

Sphinx Glass’s shares for around $180 million.

Mu’taz Sawwaf, CEO of CPC, is also a major

contributor to the creation of a master’s degree in

Islamic art and architecture in Lebanese American

University. He is also a board member for several

companies including the Saudi Bin Ladin Group,

Roots Group Arabia, and Al Wared Logistics.

CPC HOldiNgLEadER: mu'Taz SawwaF, CEO

LEadER: mOuniB hammOud, CEO

Principal JEC financiers are Kingdom Hold-

ing Company, Abrar Holding Company, owned

by Samaual Bakhsh, Qila’a Jeddah Company,

owned by businessman Abdulrahman Hassan

Sharbatly, as well as Kingdom Tower’s primary

contractor, Saudi Bin ladin Group. JEC's assets

have a book value of nearly SAR9 billion.

CEO, Mounib Hammoud, has over 30 years’

experience in city making, land development,

real estate development, retail and tourism

projects development, strategic planning, cor-

porate finance and financial architecture, sales

and marketing of real estate projects; in the

Middle East, North Africa and Europe.

PROJECTS: » Kingdom City in Jeddah, saudi Arabia. » • KingdomTower » • FinancialDistrict » • BusinessDistrict » • OldTown » • WaterEdge »

Co-founded by Kingdom Holding Company,

Jeddah Economic Company (JEC) was estab-

lished in 2009 with the purpose to develop

the Kingdom City, Jeddah. The project will

feature the soon-to-be tallest building in the

world, 1,000-metre Kingdom Tower, to attract

business and tourism. The tower aims to be an

iconic marker of Jeddah’s historic importance

as the gateway to the holy cities of Makkah

and Madinah.

The Kingdom Tower Jeddah has been

the vision of HRH Prince Alwaleed, who

was closely involved in all facets of the

planning, design and the selection of Adrian

Smith + Gordon Gill Architects (AS+GG) as

principal architects. The entire Kingdom City

project on the Red Sea coast includes residen-

tial units, commercial units, an international

hotel, business offices, educational centres, a

diplomatic area, commercial centres, entertain-

ment and tourist facilities, and water sports

activities, all within a modern city located in a

to be determined strategic location set to be an

attraction for business and tourism.


PROJECTS: » The Change initiative in Dubai, UAE

» sunset Mall in Dubai, UAE

» Al Meydan Bridge in Dubai, UAE

» Hibis Temple in Aswan, Egypt

» Parliament Building in Cairo, Egypt

Philips Middle East and Turkey is part of Royal Philips, a diver-

sified health and well-being company, focussed on improving

people's lives through meaningful innovation in the areas of

healthcare, consumer lifestyle and lighting. Headquartered in the

Netherlands, Philips posted 2013 sales of EUR23.3 billion and em-

ploys approximately 112,000 employees with sales and services in

more than 100 countries. The company is a leader in cardiac care,

acute care and home healthcare, energy efficient lighting solutions

and new lighting applications, as well as male shaving and groom-

ing and oral healthcare.

Philips Lighting Middle East is headquartered in Dubai and

serves the other Middle Eastern countries including the GCC and

Levant, with local offices in Saudi Arabia, Lebanon and Egypt.

Philips Lighting provides advanced energy-efficient solutions

for all segments i.e road lighting, office and industrial, hospitality

and home - and has been instrumental in enhancing sustainability

through innovations in lighting technology. Philips is also a leader

in shaping the future with exciting new lighting applications and

technologies such as LED technology, which, besides energy effi-

ciency, provides attractive benefits and endless new ‘never-before-

possible’ lighting solutions.

Roy Jakobs, current CEO of Philips MEA and Turkey, joined

Philips in 2010 as Lighting’s Chief Marketing Officer, which focused

on driving leadership in LED Lighting and capturing the opportuni-

ties of the lighting industry transformation. In two years, he was

appointed as the regional CEO.

“Philips also plays a big role in the reduction of energy and

carbon footprint,” Jakobs said. “Today, approximately 22% of the

electricity used in the Middle East is spent on lighting, which is a

higher rate compared to the rest of the world. With LED technol-

ogy quickly set to become the industry norm, Philips has the

insights and capabilities to make a significant difference in driv-

ing down energy consumption, while enhancing life with light,

through its innovations as the world’s largest lighting provider.”

PROJECTS: » Bay Central Towers in Dubai, UAE

» West Avenue in Dubai, UAE

» Botanica in Dubai, UAE

» The Torch in Dubai, UAE

» Marina Gate in Dubai, UAE

Select Group is an award win-

ning, real estate investment and

development company with

an asset portfolio spread over

multiple jurisdictions and ver-

ticals. With development at its

core which includes residential,

commercial, and mixed-use, the

group has interests expanding

to hospitality and investments

within the real estate industry

whether its acquisitions of proj-

ects or prime land bank.

Since inception in 2002, Select Group has

delivered some of Dubai’s most sought

after projects - Bay Central Towers, West

Avenue, Botanica and The Torch in Dubai

Marina and the award winning Not-

tingham One in UK to name a few.

Around 5.5 million square feet of

development (3000 homes) has

been delivered to 5300 customers

from 62 Nationalities. Another

6.3 million square feet is

currently under various

stages of development

across the Middle East

and Europe.

The dynamic, market

led group has a proven

track record of delivery

with a strong develop-

ment pipeline. Currently

marketing its flagship

project, The Residences

At Marina Gate, this

development once

ready will set a new

standard in luxury real estate. Marina Gate

is water front residential tower complex

at the original gateway to Dubai Marina

featuring over 1500 residential units and

50 plus retail outlets.

With expertise in development, redevel-

opment and regeneration, Select Group

has an internationally diversified portfolio.

Focussed towards a value investing ap-

proach, the group seeks out assets where

it can leverage its core skillset to accelerate

value and increase net income production.

InterContinental & Radisson Blu are two of

the prestigious hospitality brands that form

part of the group’s investment portfolio.

PHiliPS middlE EAST ANd TuRKEy

SElECT gROuP


LEadER: ROY JakOBS, CEO

LEadER: RahaiL aSLam, CEO

Philips Lighting project in al meydan Bridge in dubai, uaE


POWER 60

Msheireb Properties, is a subsidiary of

Qatar Foundation, and was established

to transform Qatar and get it ready for its

2030 Vision. Its flagship project, Msheireb

Downtown Doha aims to be a leader in sus-

tainable development as it employs a new

approach to urban planning by combining

traditional methods and modern technology

aimed at preserving the environment as well

as the cultural identity of Qatar.

With Msheireb Downtown Doha, the

company is developing a blueprint for

sustainable urban regeneration, and

believes in sharing its knowledge and

experience with the industry.

The QAR20 billion development will

revive the old commercial heart of the city

through a new architectural language that

is based on community living, across a 31

hectare site. The Msheireb project will blend

traditional Qatari heritage and aesthetics with

modern technology, and focus on sustainabil-

ity and harmony with the environment.

gENERAl ElECTRiC

1

The mixed-use development will

comprise more than 100 buildings, with a

combination of commercial and residential

properties, retail, cultural and entertain-

ment areas. The first phase, referred to as

the ‘Diwan Amiri Quarter’, currently under

construction, features three major govern-

ment buildings, heritage sites, a museum,

cultural forum, National Archive and Eid

Prayer Ground.

All buildings within the development

will target an average gold rating under

the internationally recognised LEED (Lead-

ership in Energy and Environmental De-

sign) certification system developed by the

US Green Building Council, while several

buildings will aim for a [latinum rating.

The company receives most of its guid-

ance from Eng. Abdulla Al-Mehshadi, CEO

of Msheireb Properties, who has held a

number of senior positions within the

engineering and construction fields prior

joining Msheireb Properties.

mSHEiREBPROPERTiESLEadER: EnG. aBduLLa aL-mEhShadi, CEO

LEadER: aGOSTinO REnna, PRESidEnT and CEO EmEaStrategy for GE Canada. Maryrose Sylvester,

President and CEO of GE Lighting, said:

“Agostino Renna's experience, leadership

and significant sales and marketing back-

ground make him an outstanding person to

continue the transformation of the lighting

business in the region. He has demonstrated

outstanding management qualities and has

the ability to sharpen our strategic focus to

lead GE Lighting Europe, Middle East and

Africa to achieve strong, sustained growth in

2013 and beyond.”

Earlier this year, GE Lighting an-

nounced its new organisational structure

for the MEA and Turkey with a focus on

enhanced customer service delivery and

General Electric (GE) is an international

conglomerate headquartered in Fairfield,

USA. The company operates through vari-

ous segments including power and water,

oil and gas, energy management, aviation,

healthcare, transportation and capital.

GE Lighting part of GE, is known for

its commitment towards energy-efficient

solutions in commercial, industrial,

municipal and residential settings. The

business employees about 13,000 in more

than 100 countries.

President and CEO of GE Lighting EMEA

Agostino Renna joined the regional the team

in 2013. Prior to his current role he was

the vice president of Growth and Market

promoting sustainable lighting solutions.

The structure will promote energy ef-

ficiency and rational use of power through

sustainable lighting solutions for diverse

requirements as well as comprehensive

lighting solutions support for projects.

Renna said: “There is a significant

focus on driving sustainability and energy

productivity through the application of

LED technology. With LED lighting quickly

becoming an innovative jump off point

for various smart applications, this new

organisational structure will allow us to

augment our focus on delivering lighting

enabled outcomes to customers through

multiple channels.”


Autodesk, Inc., is a leader in 3D design,

engineering and entertainment soft-

ware. Since its introduction of AutoCAD

software in 1982, Autodesk continues

to develop the broadest portfolio of 3D

software for global markets.

Earlier this year, Autodesk announced

the release of the new Autodesk 2016

Design Suites that offer more control

than ever over all aspects of the design-

to-make process through a connected

desktop and cloud user experience.

Autodesk design and creation suites

provide customers with expanded

toolsets, unique interoperability and a

consistent user experience.

Customers in the architecture, engineer-

ing and construction (AEC) and natural

resources & infrastructure industries can

look forward to enhanced software capa-

bilities, increasingly powerful cloud ser-

vices and flexible subscriptions options.

ETA – FACiliTiES mANAgEmENT

AuTOdESK

LEadER: GiuSEPPE maTaSSi, ChiEF FinanCiaL OFFiCER

PROJECTS: » Dubai Chamber, UAE

» Al-Ghurair City in Dubai, UAE

» Dubai Healthcare City in Dubai, UAE

» Dubai World Trade Centre, UAE

» Jumeirah Lake Towers in Dubai, UAE

ETA Facilities Management (FM) provides fully integrated and comprehensive ser-

vices to clients coming from various industry verticals. Established over 35 years ago

under the umbrella of the ETA Group of Companies, the company has managed to

position itself as an industry leading FM services provider with strong footholds in the

UAE and Qatar and backed with a workforce of more than 17,000 employees. In the

UAE, the company maintains key offices in Dubai, Abu Dhabi, Al Ain, Northern Emir-

ates and the Western Region. The company offers FM solutions for both commercial

and residential properties, while its hard services cover maintenance and operations

of heating, ventilation, and air conditioning (HVAC) as well as mechanical, civil and

electrical systems for residential and commercial buildings and industrial facilities.

The company also provides soft services like cleaning, business support services,

pest control, landscaping, height solutions, security solutions, and waste manage-

ment. ETA FM is also having presence in waste management through standalone

operating company, Zenath, and this ventures through which it manages waste col-

lection, landfill, and crushing plan for construction, incineration of medical waste and

fallen stocks.

Over the years, ETA FM has created and

developed FM business model based on

self-delivery for integrated facilities manage-

ment services, it also acted as benchmarks

for the industry. To date, the company offers

a diverse and unique portfolio of smart FM

services that have been developed to help in

the region’s move towards smart transforma-

tion. These new services integrate crucial FM

processes and analytics to help keep track of

important asset information such as space and

facility utilisation, density, vacancy rates, and

security.

PROJECTS: » Kingdom Tower in Jeddah, saudi Arabia

» Emirates Palace in Abu Dhabi, UAE

» Makkah Royal Clock Tower Hotel, saudi Arabia

» international Finance Tower shanghai, China

Kone is a global leader in the elevator and escalator

industry, committed to vertical transportation for

over 100 years. It provides industry-leading eleva-

tors, escalators and automatic building doors, as

well as innovative solutions for modernisation and

maintenance.

The company aims to offer the best people flow

experience by developing and delivering solutions

that enable people to move smoothly, safely, com-

fortably and without waiting in buildings in a rapidly

urbanising world.

In 2014, Kone had annual net sales of EUR7.3

billion along with having 47,000 employees by the

end of the year. It has over 1,000 offices around the

world and services over one million elevators and

escalators globally.

Customer and user experience are at the core

of Kone’s research and development efforts. In

accordance with the vision of delivering the best

people flow experience. It has global research and

development centres in Finland, Germany, India,

Italy, China, Mexico and the United States.

Kone’s history of innovation is one of its success

factors. In striving towards serving customers to per-

fection, it explores technologies in other industries

and monitors changing markets, trends, customer

needs, and working methods. It has introduced a

wide range of major innovations throughout the

years and has over 3,000 elevator and escalator

industry related patents. Some of its innovations

include the Kone MonoSpace elevator, the Kone

EcoDisc motor, the Kone UltraRope, and the Kone

MiniSpace among others.

Antti Herlin, Kone’s Chairman, has been a mem-

ber of the Board since 1991 and served as the Chair-

man for 12 years.

KONELEadER: anTii hERLin, ChaiRman

LEadER: CaRL BaSS, CEO



PROJECTS: » Al Hamra Village in Ras Al Khaimah, UAE

» Waldorf Astoria in Ras Al Khaimah, UAE

» Falcon island in Ras Al Khaimah, UAE

» Bayti in Ras Al Khaimah, UAE

Al Hamra Real Estate Development is the leading

property developer in the northern emirates and, as

part of Al Hamra Group, has become one of most

influential and respected real estate companies in the

GCC. Having started building Al Hamra Village – its

flagship development – in 2003, it is responsible

for some of the most luxurious residential and retail

properties in the region. With assets in of AED2.7

billion and over 3,000 employees, landmarks in the

company’s impressive history include investments in

the luxury and hospitality industry that brought the

first Waldorf Astoria to the UAE.

The arrival of such an iconic brand has directly

contributed to the growth of tourism in Ras Al

Khaimah; more than 21% of hotel stays in the emirate

during the first quarter of 2015 were spent at hotels in

Al Hamra Village. Located on the shores of the Ara-

bian Gulf, the integrated community spans an area of

77 million square feet and includes 1.5 kilometres of

pristine beach, over 1,000 villas and town homes, and

nearly 2,500 residential apartments and many guests

return to invest in properties after visiting hotels.

An 18-hole golf course, a marina, and shopping

mall have also played their part in the popularity of

the village; its affordability and the unrivalled returns

on investment on offer. As a result, Al Hamra Village

boasts full-time occupancy. This has prompted the

property developer to concentrate its energy on

business segmentation and expansion, its expertise in

managing master-planned communities, and develop-

ing competencies across four core areas: real estate,

construction, hospitality, and leisure.

Al Hamra Village offers a unique opportunity to

buy freehold property in the emirate. Two projects

are currently under construction namely the Falcon

Island and Bayti.

PROJECTS: » Motor City in Dubai, UAE

» isF Camp in Al Duhail, Qatar

» Education City in Doha, Qatar

» Danet in Abu Dhabi, UAE

» The Wave in Muscat, Oman

» salalah Airport, Oman

» Dubai investment Park, UAE

DC Pro Engineering is a recognised

regional leader in the fields of district

energy, co-generation and tri-generation.

The firm is also a renowned sustain-

ability leader in Green Building MEP

Designs. DC Pro’s services include

engineering design, consulting, and

project management in District Cooling,

Combined Heat and Power (CHP) Co-

generaion and Tri-Generation, Green

Building MEP Design and Renewable

Energy. Other services include engineer-

ing reviews, feasibility studies, efficiency

monitoring and recommendations for

energy performance improvement.

The company has several internation-

al projects in its portfolio starting from

Sydney Barangaroo South, Singapore

Marina Bay Sands, Several Hilton Hotels

in Kampala, Chad, Abuja, Seychelles,

Iraq, Lebanon and the GCC.

CEO of DC Pro George Berbari said:

“District cooling systems reduce power

consumption as compared to traditional

and predominantly used air cooled air-

conditioning systems by around 50%.

It also reduces peak power demand by

60% when thermal storage is utilised.”

George Berbari started his journey in

1995 with a natural gas fed district cool-

ing scheme in Zayed Military City, Abu

Dhabi. Having set up this one-of-a-kind

system in the Middle East at the time, he

jokingly calls himself the “Godfather” of

the district cooling industry.

PROJECTS: » Al Hamra Village in Ras Al Khaimah, UAE

» Waldorf Astoria in Ras Al Khaimah, UAE

» Falcon island in Ras Al Khaimah, UAE

» Bayti in Ras Al Khaimah, UAE

Bentley Systems is dedicated to provid-

ing architects, engineers, geospatial

professionals, constructors, and owner-

operators with comprehensive software

solutions for sustaining infrastructure.

Bentley Systems applies information

mobility to improve asset performance

by leveraging information modelling

through integrated projects for intelligent

infrastructure. Founded in 1984 by Keith

and Barry Bentley, Bentley has more

than 3,000 colleagues in 50 countries,

more than US$500 million in annual

revenues, and since 2005 has invested

more than $1 billion in research, devel-

opment, and acquisitions.

Greg Bentley, CEO of Bentley

Systems, joined his brothers in 1991.

Previously, he founded a financial

trading software firm, which became

part of SunGard Data Systems, Inc., an

S&P 500 company on whose public-

company board Greg served from

1991 through 2005.

Al HAmRA REAl ESTATE dEVElOPmENT

dC PRO ENgiNEERiNg

BENTlEy SySTEmS

LEadER: BaRRY EBRahimY, hEad OF COmmERCiaL dEPaRTmEnT

LEadER: GEORGE BERBaRi

LEadER: GREG BEnTLEY, CEO

POWER 60


Al HAmRA REAl ESTATE dEVElOPmENT

PROJECTS: » Azizi Feirouz in Dubai, UAE

» Azizi Yasamine in Dubai, UAE

» Azizi Liatris in Dubai, UAE

» Azizi Orchid in Dubai, UAE

» Azizi iris in Dubai, UAE

Azizi Developments is devoted to

the principle that everyone deserves

affordable, quality housing. As

experienced developers, the

company has increased

its land and income

producing property

inventories, thus stra-

tegically positioning

itself to maximise

future growth

Hmg PROPERTiES

while reducing financial risk. It has also

begun to diversify geographically by

extending into growth markets around the

country and by broadening its product

mix into additional market segments

and price points.

Azizi Developments is involved

in acquisitions, site selection, mar-

ket analysis, zoning, permitting,

architectural planning, financ-

ing, and construction,

management, market-

ing, leasing and sales.

Earlier this year,

the company re-

vealed that it has

invested an esti-

mated AED4.5

billion into Dubai’s real estate sector to

date driven by robust local demand for

affordable luxury and value homes.

The company launched five large-scale

residential projects in 2014 – including

the sold-out Azizi Iris, one of its prime

luxury properties.

Azizi Developments has bounced back

strongly from the 2008 financial slowdown

after cancelling its previous projects in order

to help clients that were facing financial dif-

ficulties failing to continue the payments of

the already invested projects.

In 2015, Azizi Developments is expected

to sustain its upward trajectory as it plans

to launch more new luxury residential and

hotel projects and develop elite hotel apart-

ments across Dubai.

Azizi dEVElOPmENTSLEadER: aLi OmER, CEO

LEadER: RaEd BOuRJaSS – CEO

PROJECTS: » A Las Rosas in Valencia, spain » Paradise island in Canary islands, spain » Cordelia Golf Resort in Cadiz, spain

Founded in 2009, HMG Properties aims to understand the need of own-

ing a dream property with sustainable features at a reasonable price.

After the financial crisis of 2008, the company was inspired to provide a

decent property for people regardless of their income or position. HMG

is the first group in the Middle East to offer fully managed, refurbished

and rented villas and apartments in the US, Europe and the Middle East

which are carefully selected and inspected. The group is also the first

to be selected as a member of the Association of International Property

Professionals (AIPP) in the UK and the National Association of Realtors

(NAR) in the US.

The company has also been awarded the membership of Asociación

Profesional de Expertos Inmobiliarios (APEI) or the "Professional Associa-

tion of Real Estate Experts" in Spain further underlining the company’s

growing profile in the international real estate industry. The APEI awards

membership to companies, institutions and groups who consistently set

the benchmark in real estate services and have contributed positively to

the global property industry. The selection process reviews the busi-

ness’ contribution, quality of customer service, market innovation and

the depth and penetration the business has in markets by country and

regional cities.


iN THE FiEld

This month, we break away from our regular visits to construction sites and take a look at the much anticipated restoration project in the UAE, the Heart of Sharjah. Lorraine Bangera looks into the progress at the cultural space and speaks with architect on the project, Khawla Al Hashimi, about the importance of sustaining heritage in this region

every major city in the world has a space dedicated to its heritage and its roots, a site that reflects where the city comes from and how it was built. Some exalt these spaces by turning it into museums or heritage centres, which is exactly what the emirate of Sharjah aims to do with

the Heart of Sharjah. Heart of Sharjah is a space that will define Sharjah itself and mirror its spirit as a whole. Located in close proximity to Sharjah Corniche and Sharjah International Airport, the location surprisingly is placed right in the centre of the city.

The project is said to be the largest historical preservation and restoration project in the region. Sharjah Investment and Development Authority (Shurooq) has set up a joint committee – comprising representatives from leading govern-mental and private bodies – to oversee the implementation of this project. It will be planned over a period of 15 years and is said to be completed by the end of 2025. It primarily aims to revitalise the heritage district as a vibrant cultural destination for tourists, displaying the city’s glorious past. The project includes restoring historical buildings, constructing new structures inspired by the city’s traditional architecture, and transforming these structures into hotels, restaurants, cafés, art galleries and markets. It aims to be a space where current and future generations can experience Sharjah’s culture.

miniature model of marina Gate

heart of Sharjah - Shurooq

khawla al hashimi, architect at Shurooq

Heart of revival


One of the last remaining round windtower in the country

The project is said to involve a lot of restoration rather than just construction of new buildings. Khawla Al Hashimi, Architect at Shurooq, points out that there is a difference in constructing a building with a traditional design and restoring a traditional building. She says that both processes come with their own set of challenges. “That being said, restoration is perhaps more challenging simply because of how delicately these structures have to be treated.”

Looking back in historySharjah itself is built on a strong foundation with rich his-tory and tradition that dates back to 6000 years. Over two centuries ago, the Heart of Sharjah area was where the first families took up residence in their stone-built homes. It used to be a rich cultural milieu with narrow alleyways cutting through old school buildings, market places and traditional homes sparsely scattered across the 2,500 square metre area. The Old Sharjah was divided into four main districts, and each district was divided into neighbourhoods or freej. The Al Hisn Fort (now part of the project) in Sharjah was built in 1804 along with the wall of Sharjah and a number of towers in the middle. It was the seat of the governing Al Qasimi family during the formation and settlement of the emirate.

Al Hashimi says that the past provides a strong foundation for the future. “As we all already know foundations are the single most important aspect of any structure,” she quips.

According to Al Hasimi, in this modern era, things change quite quickly. She says that new developments tower over the old every single day, and thus in this ever-changing envi-ronment it is more important to hold on to a city’s history.

“Heritage has always been a focus for us at Shurooq,” she says, “as it defines who we are and where we come from and acts as a guide to where we are going.”

To progress, she emphasises, it is important to learn from the past. She also says that the Heart of Sharjah is an important platform from which Shurooq sets to initiate and take off all its projects.

restoration in young cities“Restoration projects aren’t very common in the GCC,” says Hashimi. However, she admits that this is changing. She says that it is important to remember that most of the GCC nations are relatively still young. “Thus, the first priority of any young nation is to progress and develop as quickly as possible.”

She observes that it is inevitable that these countries feel pressured to play ‘catch-up’ with their more established counterparts. The game of catch-up then translates into a mind-set where “new” and “modern” is considered to be better, especially in terms of architecture and infrastructure. “Basically, heritage restoration tends to take a backseat when future development is planned.”

However, she acknowledges that things seem to be getting better for heritage sites. Recently, restoring and preserv-ing physical heritage is starting to get more attention. She explains that this is probably because so much of it has been lost in the quest for modernisation.

She states: “Sadly so, it was only after many precious tradi-tional structures were gone that we truly came to realise their importance to our identity as a nation, which is why heritage preservation is now starting to gain real traction.”

Present-day Project uPdateHeart of Sharjah reflects the social, political and military culture left behind by the nation’s forefathers. The space high-lights the significant stages of Emirati cultural history.

The upcoming restoration and development in the area will feature diverse commercial, cultural and residential proj-ects, including a boutique hotel, restaurants, retail shops, art galleries, traditional and contemporary markets, archaeologi-

Old structures at heart of Sharjah


iN THE FiEld

scale, sikkas or alleyways, proportions of rooms, materials, and finishes. On the other hand, she states that they will be introducing modern amenities that were not necessar-ily available in the original houses. She also points out that unlike the original Heart of Sharjah, restored site one would not be a home to the majority of Sharjah’s families.

By restoring heritage sites in the Heart of Sharjah, Shurooq seeks to reflect what Sharjah was like half a century ago. The project will revamp the city’s traditional areas to create a tourist and trade destination which still has the feel of the 1950s with contemporary touches.

cal sites, museums, play areas and commercial offices. Most of these will be situated in renovated old houses, as an act to integrate the city’s modern elements with its history and to protect its national bygone character.

The restoration at the Heart of Sharjah has been divided into five phases. Al Hashimi says that the first step was launch of a discovery centre which acts as a starting point and guide for visitors. The house restored for the centre was specifically chosen for its strong central location and histori-cal significance.

This has been followed by the revival of souqs located around the centre as an act to bring back life in the area with increasing visitors. Al Hashimi says: “We have just completed and successfully handed over Souq Al Shanasiyah which acts as a link between the covered souq in Merraija area and Souq Saqir in the Shwaiheen area.”

She explains how this project is a key example of follow-ing traditional planning. “We started off with a geographical survey, followed by excavation to reveal foundations which were our guide for development.”

The next step, Al Hashimi says, is currently under con-struction. It is the establishment of a hotel onsite to help en-sure visitors could plan to live in these areas. The boutique hotel, Al Bait Hotel, will be the main focus for this year. It will be the region’s first traditional Emirati hotel and will spread over almost 10,000m2.

Upcoming phases would involve continually evolving operations rather than a fixed plan. Al Hashimi says: “Con-sider Heart of Sharjah as a live project with many external and internal influences.” This sort of organic development is intentional as that is how the area would have evolved in the past as well.

The development at Heart of Sharjah aims to maintain open areas and courtyards similar to the ones existing in the 1950s. Al Hashimi says that we are trying to build on old foundations while simultaneously respecting the original lay-outs and orientations. For example, with open areas comes the question of cooling agents, and Al Hashimi says that they are taking wind into consideration. “Wind was an integral aspect of how our grandparents oriented their houses.”

When it comes sustainability, Shurooq adheres to a strict set of sustainability guidelines that have been designed to be on par with best practices globally. Al Hashimi says that in addition to following these guidelines, they have also taken great care to rebuild on old foundations.

“We are using materials that are from the region while also taking into consideration factors such as sun direction, heat gain, and wind in order to minimise the footprint of the restored structures.”

integrating the new and the oLdIn developing the Heart of Sharjah project, Al Hashimi says that they have constantly strived to find a balance between preserving and restoring the old, while utilising the best of the new. On one hand, she says that they are going to be maintaining the core architectural and planning features like

Shurooq’s discovery centre at the heart of Sharjah

Restoration work at heart of Sharjah

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In an age where every solution is found on Google and online media is the best networking platform, the construction industry is not far off embracing the change. In this region, private construction

companies might be slow to adopt the new technology but that doesn’t mean progress has been minimal. Websites like Protenders.com help bridging the gap between the old and the new. The UAE-based company acts as an e-bidding and marketing platform for the construction industry. It has been used by banks, developers and consultants from 2009 to process bids worth more than US$12 billion.

The launch of its mobile version last month aims to push the industry to enhance company profiles on the platform and help find better partners. Karim Helal, CEO and Co-founder of ProTenders.com, is thrilled about his website now having a mobile ver-

sion. It enables the website’s users to consolidate their search and activities in one platform.

Helal says that they chose to launch the mobile product as a response to the increasing amount of traffic Pro-Tenders.com has received from mobile search queries. “At least 25% of search is now done through mobile.”

He admits that launching the mobile version was encouraged by Google’s recent updated algorithm which ensures mobile optimised sites rank higher in their search results.

boosting the digitaL PLatform“Most construction companies have outdated websites,” says Helal. These websites use obsolete technology such as flash, which don’t adapt to the mobile device. “Thus, you lose potential business.”

Helal says that if a company hasn’t adapted to the new mobile landscape,

BuiLd-uP TO ThE diGiTaL aGEIt’s time to get updated, and online. Karim Helal, CEO of Protenders.com, talks to Lorraine Bangera about the growing role of technology and online media in the construction market and how companies need to keep up to be noticed

even advanced searches won’t be able to find its website unless it upgrades or has a profile on websites such as ProTenders.com.

According to ProTender’s recent Global Construction Survey, 80% of construction companies are regularly looking for partners. Most companies admitted to be constantly trying to drive business growth. Helal says the majority of these companies still use word of mouth or recommendations to find their partners. Traditionally this would be executed by business development staff or by distribut-ing paper-based profiles to potential clients. Thus making the search for the right construction partner and subse-quent engagement with them, very time-consuming, in addition to requir-ing a lot of information collection from different platforms.

Helal says that ProTenders.com ex-ponentially increases the competitive-ness of an organisation by eliminating manual and laborious tasks distributed over people and systems. “We’re also adding value to the industry as a whole by providing a single platform where you get consistent and well-designed information, whenever you want and on any device.”

ProTenders.com, Helal says, makes it much easier and more efficient for companies to be found and to scale their business growth objectives by creating online profiles. “By using websites like ProTenders, companies

Q&A karim helal, CEO of ProTenders.com


don’t have to worry about maintaining their own websites, listing on dozens of different directories, and restrict growth based on cost of human resources.”

ProTenders.com offers companies a central place from where they can quickly build their profile and reputa-tion, be found by issuers and manage their tendering and bidding process. Helal says: “The profiles are visually stunning and optimised for search queries on Google, Yahoo and Bing.”

Although companies have profiles on ProTenders.com that need to play an active role to reap maximum benefits. According to Helal, compa-nies who maintain their profile and take the time to fill in comprehensive information, receive four times more profile views than others.

rise of the digitaL ageHelal says that even though the con-struction industry has been slow in adopting technology, he has noticed many starting to see the efficiencies that technology can bring to all parts of the value chain. In terms of other sec-tors within the construction industry, he says that they are currently seeing an upstick in the use of building informa-tion modelling (BIM), smart systems be-ing used in facilities management and a lot more green technology to make buildings more sustainable.

In construction, Helal says, there are a lot of risks as projects are worth mil-lions or billions of dollars. “Anything that can help in increasing the value of a project whilst reducing risk and re-ducing delays in the timeline is going to be adopted quite quickly.”

Helal observes that previously in this region cash was abundantly available to finance construction and so was the demand for the end product. “How-ever, after the financial crisis in 2008 and as the market matures, companies have shifted and now are adopting technology to ensure they remain profitable and competitive.”

“Companies who maintain their

profile and take the time to fill in

comprehensive information,

receive four times more profile views

than others.”

In terms of embracing technology, the region is not too far behind. Helal says that technological advancements in the UAE public sector are particularly ahead of the public sectors in the West. The private sector on the other hand has been slower compared to global markets. He says that this is probably because it is not quite as competitive here as it is in international markets, though that’s changing. “The advantage we have here is that the public sector is seen as a trusted authority so any change in direction there will cause ripple effects to the rest of the industry.”

ProTenders.com18,000 company profiles 100,000 page views per month

%25

Of online searches are on mobile phones


COmmENT

Critical delays

In a time when the construction industry is crucial for the economy, cynthia corby writes about the key issues that need to be considered to avoid disappointment

Alarge and possibly persistent decline in oil prices, and slower-than-projected growth in the euro area, China, Japan,

and Russia, have substantially altered the economic context for countries in the Middle East. Most regional governments will run fiscal deficits this current year but they are continuing to invest in social housing, transport, education and healthcare to meet the needs of their citizens.

Construction plays an important role into GCC countries long-term eco-nomic development plans or national visions that point unanimously to di-versification of their economies, away from the dependence on income from oil and gas. Population is forecasted to grow significantly in the coming years, increasing the need for spending on social infrastructure and creating job opportunities for the future.

Per MEED Projects, the value for projects in the planning and execution stages in the GCC is US$2.8 trillion, and the volume of projects to be


awarded this year is expected to be the highest on record forecasted at $172 billion. The increasing number of tender opportunities and contract awards - being the UAE, KSA and Qatar the top three countries - and the preparation for the upcoming Expo and World Cup events, seen very much as a catalyst for capital project spend, contribute to the optimism sen-timent within construction companies for the next 12 months.

The three major projects that are expected to be awarded in the UAE in 2015 are the Al Maktoum International Airport Expansion budgeted at $32 bil-lion, the Tacaamol Chemicals Indus-trial City at $20 billion, and the large scale mixed use development MBR City at Dubai Creek Harbour with a budget value of $17.7 billion. Saudi Arabia’s share of the GCC projects market is 44%, with huge mixed-use developments and economic cities planned and under construction which will take several years to be complet-ed. And in Qatar, the focus is mainly on the preparation of the mega event and transport related projects. The two largest projects in pre-execution stage and expected to be awarded in the following months are from QRail.

There is a large amount of work to be awarded and completed in the coming years but projects and contrac-tors who take on these projects are not without risk. Based on a survey that Deloitte has conducted, target-ing C-level executives of regional

construction companies in the region, the following is a summary of the key issues impacting the industry.

The key priorities for construction company CEOs are winning new con-tracts, effectively managing projects and strengthening the relationship with key suppliers and subcontractors, whilst the main challenges that they face include cash flow management, delivering work on time and within budget and the availability of skilled and qualified workforce.

The priority for the majority of construction companies is winning new work and while for most of them bidding at an appropriate commercial margin is a focus, there is still a large portion which are willing to accept little or no margins at the tender stage to secure the project, even if running the risk of project losses given un-expected complications or unknown costs which may arise during the life of the project, especially on projects in this region.

The timely management of cash flows is critical for construction com-panies; Business and collection delays remain a key concern for a majority of them, with contractors indirectly fund-ing these capital programmes. The collection period is around 225 days and that leads to financial difficul-ties; employees need to be paid and materials need to be procured, putting an immense amount of strain on the working capital of contractors who then resort to back to back arrange-

ments to ensure the main contractors are not exposed. Continued delayed payments affect contractors’ liquidity and make it more difficult for them to take new projects, and interestingly, 62% of the surveyed respondents do not expect a favourable change in regards to this issue in the short term.

Around 82% of contractors ques-tioned agree that project deliveries are delayed, considering financing and the lack of skilled resources the main causes, and state that this will be a priority focus area for their business in the forthcoming twelve months. Delivering projects on time and within budget has been an apparent challenge for several years, but the increase in project activity, owners changed focus on feasible projects with whole life cost of the asset now being considered, is making it more critical to deliver on budget.

The survey, also found that only 34% of respondents state that they have periodic meetings to discuss project status and updated forecasts on projects at an executive level. One of the industry challenges is of course cost control, and it is of utmost importance during the execution of projects, not only budgetary control but also open dialogue and actively discussing project related issues in periodic meetings. This allows execu-tive management to make critical decisions on the financial position of the project and also to deal with commercial risks and mitigate any issues to ensure they are not exposed under the terms of their contract.

Whilst external factors have a strong impact on businesses of all sizes, there is an appreciation for the need to focus on traditional challenges in the construction industry in the GCC mar-ket that seem to impact contractors’ profitability and future expectations. Also of critical importance is to get the balance of risk between the contrac-tor and the developer owner right and only pass on risk that a contractor can be reasonably expected to manage.

Cynthia Corby is an Audit Partner and Head of Construction Middle East at Deloitte.

WHAT STRATEGY HAVE YOU TYPICALLY ADOPTED IN PRICING BIDS TO WIN NEW WORK?

100%26%

100%

47%

21%

6%PRICED AT BREAK EVEN WITH A VIEW TO MAKE A MARGIN ON CHANGE ORDERS

% of respondents

PRICED WITH A SMALL MARGIN

PRICED IN RISK WITH A COMMERICAL MARGIN

PRICED AT AN ANNUAL TARGETED MARGIN SET BY THE GROUP/COMPANY

TOTAL:


Four years after the devastating tsunami in Ogatsu, Qatar Friendship Fund and Sweet Treat 311 are work together to restructure a wooden school that has been around for almost a century. Lorraine Bangera writes

Qatar Friendship Fund (QFF) introduced an in-novative project halfway across the globe in Febru-ary this year. In the small

Japanese town of Ogatsu, 450 kilome-tres north of Tokyo, a 92 year old aban-doned school is set to be transformed into a modern sustainable learning centre for children.

As part of the agreement, QFF will be providing a US$4 million grant to support the renovation of the Kawa-hama elementary school’s external structures, classrooms, and staff rooms. Once completed, the project aims to be a centre for children throughout Japan to educate and expose them to cultural diversity. The centre could be used as a sustainable learning centre where local, domestic, and international children could gather and communicate with international visitors.

Qatar’s Ambassador to Japan, H.E. Youssef Bilal says that the project will build experiences in Ogatsu and increase interactions with the local community.

After the renovation, it will be man-aged by Sweet Treat 311, a Japan-based public interest corporation, set up ini-tially to aid the victims of the Great East Japan Earthquake four years ago.

The centre will be named Morium-ius Lusail in the honour of historically significant city of Lusail in Qatar. Standing since 1923, the restoration of the school is symbolic of the regen-eration currently happening in Lusail. Lusail will be at the centre of the 2022 Qatar World Cup as the Lusail Stadium will be hosting most of the tournament’s key matches. Sweet Treat 311 Director Gentaro Yui says that Lusail signifies the development of a new futuristic city, Lusail City is being built on the grounds of abandoned land just like the centre in Ogatsu. The word, Lusail, could mean the rare flower that grows in Qatar, but it could also symbolise the authenticity of the place where the late Sheikh Jas-sem Bin Mohammad Al Thani built the Lusail Castle.

Yui says, “Lusail is innovative and blends Qatari traditions and Islamic

EdITOR'S PICK

architecture. Moriumius Lusail will be a reformed and modernised old school building, while also protecting its his-tory – for example the original wooden beams and teacher’s room, as well as other original features will remain intact. Many other parts of the original features will help in creating a more modern facility, along with protecting the long history of the building and neighbouring community. “

EASTERN BOND

gentaro yui, Director of Sweet Treat 311

Ongoing renovation at the school in Ogatsu

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