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COUNTDOWN OF THECONSTRUCTION & REAL
ESTATE INDUSTRY'STOP 60 A-LISTERS
JULY
201
5
THE DEFINITIVE GUIDE TO THE REGION'S CONSTRUCTION PROFESSIONALS
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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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cover story
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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
Managing Director
Walid [email protected]
Director Rabih Najm
Director Wissam Younane
Group Publishing DirectorDiarmuid O'Malley
Group Editor Melanie Mingas
Editor Lorraine Bangera
Business Development DirectorRabih Naderi
Marketing Executive Mark Anthony Monzon
PO Box 502511 Dubai, United Arab EmiratesP +971 4 4200 506 | F +971 4 4200 196
For all commercial enquiries related to Construction Business News ME contact
[email protected] T +971 55 339 5097All rights reserved © 2015.
Opinions expressed are solely those of the contributors.Construction Business News ME and all subsidiary
publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by
Construction Business News ME.No part of this magazine may be reproduced or
transmitted in any form or by any means without written permission of the publisher.
Images used in Construction Business News ME are credited when necessary. Attributed use of
copyrighted images with permission. All images not credited courtesy Shutterstock.
Printed by International Printing Press www.ippuae.com
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.
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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
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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.
aBu DHaBI’S gOaL
100%uSE OF TSE wITHIN
5 yEarS
Mohammed Tahaineh, Senior Vice President, Commercial of DaMaC Properties and ali Mohamed
Sadek al Baloshi, Chairman of ghantoot group
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construction business news me July 20158
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
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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
FAC
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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
2015
2023
Suez Canal
Enables access to
1.6bn global customers
Suez Canal Zone
72km waterway
New Suez Canal
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construction business news me July 201510
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
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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
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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
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construction business news me JuLY 2015 17
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
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construction business news me JuLY 201518
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
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construction business news me JuLY 2015 19
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.
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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
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construction business news me JuLY 2015 23
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
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construction business news me JuLY 201524
“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
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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
1
2
FORM &
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CONStRUCtION BUSINESS NEWS ME JULY 201526
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
TAKE TEN
3
45
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CONStRUCtION BUSINESS NEWS ME JULY 2015 27
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
7
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CONStRUCtION BUSINESS NEWS ME JULY 201528
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
TAKE TEN
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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.
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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.”
CONStRUCtION BUSINESS NEWS ME JULY 201530
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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
CONStRUCtION BUSINESS NEWS ME JULY 2015 31
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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
CONStRUCtION BUSINESS NEWS ME JULY 201532
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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
Bakr Bin Laden, Chairman of Saudi Binladon Group
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
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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
construction business news me JuLY 201534
Hill intERnatiOnal LEADER: MOhAMMED AL RAiS, REgiOnAL PRESiDEnT
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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
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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
CONStRUCtION BUSINESS NEWS ME JULY 201536
masdar institute of Science and Technology, abu dhabi
Palm Jumeirah, dubai
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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
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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.
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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
mohamed alabbar, Chairman of Emaar
LEadER: waEL aLLan, middLE EaST CEO
SSHLEadER: BOB hOPE, CEO
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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.”
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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
CONStRUCtION BUSINESS NEWS ME JULY 2015 41
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
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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
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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
Bakr Bin Laden, Chairman of Saudi Binladon Group
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
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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
Bakr Bin Laden, Chairman of Saudi Binladon Group
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
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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
mohamed alabbar, Chairman of Emaar
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.
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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.
construction business news me JuLY 201546
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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
CONStRUCtION BUSINESS NEWS ME JULY 2015 47
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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
mohamed alabbar, Chairman of Emaar
LEadER: andREw ELiaS, CEO
LEadER: ahmEd aLhaTTi – GROuP ChaiRmanO
LEadER: mOuniR haidaR, manaGinG diRECTOR
POWER 60
evelopment of hidd al Saadiyat, SdiC’s project
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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
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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
Bakr Bin Laden, Chairman of Saudi Binladon Group
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.
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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
mohamed alabbar, Chairman of Emaar
LEadER: ROY JakOBS, CEO
LEadER: RahaiL aSLam, CEO
Philips Lighting project in al meydan Bridge in dubai, uaE
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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.”
CONStRUCtION BUSINESS NEWS ME JULY 201552
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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
CONStRUCtION BUSINESS NEWS ME JULY 2015 53
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CONStRUCtION BUSINESS NEWS ME JULY 201554
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
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CONStRUCtION BUSINESS NEWS ME JULY 2015 55
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.
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CONStRUCtION BUSINESS NEWS ME JULY 201556
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
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CONStRUCtION BUSINESS NEWS ME JULY 2015 57
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
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CONStRUCtION BUSINESS NEWS ME JULY 201558
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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CONStRUCtION BUSINESS NEWS ME JULY 201560
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
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CONStRUCtION BUSINESS NEWS ME JULY 2015 61
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
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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
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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:
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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
OGATSU 2011Damage:
%80of houses
Population drop: 4,300 to 1,000
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