The Big Project Middle East

noVemBeR 2009

ARCHITECTURE • ENGINEERING • CONSTRUCTION • PMV

APRIL 2010

PUBLICATION LICENSED BY IMPZ

inside contracts

10 steps to the perfect pitch, as told by bidding experts

anaLysis Unique safety initative piloted on six UAE building sites

intErviEwMace Group on the need for hands-on management

PlusNews, calendar,

tenders, jobs and more...

4 Editor’s LEttEr

6 nEws buLLEtin Stay in the loop with our pick of the region’s top stories of the month.

9 opinion: GrEEn monEyUniversity of Wollongong in Dubai's Dr Kamal Jaafar spells out the business benefits of sustainable construction.

13 EvEnt insidEr Inside Dubai's 4th Annual Cost-Effective Sustainable Design & Construction fair.

14 LEGaL: tunnEL visionKing & Spalding's Tim Burbury looks at Abu Dhabi's ambitious transport plans and the common risks encountered in the development of tunnelling projects.

18 covEr story: on trackKuwait Financial Centre SVP — research M.R Raghu comments on the explosion of opportunities in the region's rail sector and we profile the most promising projects.

26 markEt ExpLorEr: LibyaAn insight into Libya's construction sector and the massive government investments in hotels and infrastructure.

APRIL 2010Contents

18

29

29 taLk: macE GroupSpeaking following the on-time delivery of Dubai's Mirdif City Centre, Mace Group project director Mark Kennedy stresses the importance of hands-on management.

32 10 stEps to thE pErfEct pitchTenderlink.com marketing director Philip Dennett puts himself in the purchaser's shoes to provide top tender-winning tips.

37 championinG safEtyHow a Buildsafe initiative currently being piloted by six UAE contractors is engaging workers to boost health and safety onsite.

43 suppLiEr spotLiGhtNews, appointments and product launches.

46 fEELinG fLushWe grill three bathroom suppliers to find the best cash-saving solutions.

55 tEndErsStay up to date on the latest projects.

64 jobsThis month's Middle East vacancies.

69 diaryYour guide to must-go industry events.

37

32

14

April 2010 THE BIG PROJECT 3

eDItoR’s LetteR

PublisherDominic De Sousa

Chief operations officerNadeem Hood

Sales directorLiam [email protected]: +971 (0)55 310 9256

Group advertising managerAlex [email protected]: +971 (0)50 458 9204

EditorLouise Birchall

DesignerMarlou Delaben

PhotographerAbdul Kader

WebmastersTroy MaagmaElizabeth Reyes

Published by

Head OfficePO Box 13700 Dubai, UAETel: +971 (0)4 362 5158 Fax: +971 (0)4 362 5394Web: www.thebigprojectme.com

© Copyright 2010 CPI.All rights reserved.While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

Louise BirchallEditor

[email protected]

It seems rail projects are popping up everywhere in the GCC.

Not least outside my apartment in Dubai Marina where the road is so narrow, cars crawl

along and brave pedestrians risk their lives on the pathless street. Half of the road has been cordoned off for the construction of a tram service connecting Jumeirah Beach Residence with nearby hotspots.

Not that I’m complaining. Car collisions on UAE roads claim 1000 lives and cost the country AED 21 billion — that’s US $5.7 billion — every year, according to research compiled on behalf of the National Transport Authority by the Roadway Transportation and the Traffic Safety Research Centre at UAE University.

It’s reassuring to see the UAE making good headway with its rail projects; perhaps most significantly, the Dubai Metro.

But the problem extends further afield. Kuwait Financial Centre SVP — research M.R Raghu describes GCC infrastructure as “simply exploding” in terms of demand outweighing capacity. Turn to our cover story on page 18 to find out how this demand is driving forward the region’s railway developments and discover the top five projects you should be involved in.

And don’t forget to consult this month’s 10 steps to the perfect pitch on page 32 before submitting your tender bid.

Speaking of which, having asked for your feedback on the magazine, you told us that tenders are a much sought-after resource. So April issue features a special, six-page tender section.

As you can see, there certainly isn’t a shortage of ongoing projects in the Middle East. It will be interesting to compare how the world market is faring at this month’s massive international construction exhibition Bauma 2010, in Munich. I’ll be there with The Big Project team to bring you all the latest news and trends from the event in May’s issue. Don’t miss it.

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THE BULLETINStay on top of Middle East construction headlines with The Big Project’s monthly news round-up...

Three workers crushed by wall collapseConstruction mistakes blamed for fatalities onsite Three Indian labourers were killed and one was injured when a brick wall collapsed at a construction site in Al Mizah-1, Dubai. An investigation by Dubai Municipality concluded that "basic mistakes" had been made during construction of the structure. Dubai Municipality head of engineering supervision section Marwan Abdullah Mohammed said that the contractor worked in contravention to engineering work norms, which led to the collapse. “After providing the foundations of the wall, no construction strengthening points were given and there was also a lack of alternative support throughout the length of the collapsed wall. In addition, no concrete columns were provided on the sides of the wall, which caused the collapse.“The contractor put sand behind the wall, which resulted in the pressure from that side. The wall could not take the pressure. “There was also a lack of adequate supervision by the contractor and the consultant to ensure the safety of the work and labourers,” said Mohammed.

Workers falling from heights is the biggest cause of fatalities on UAE construction sites.

GCC construction contracts

up 11.4% in 2009Gulf construction contracts reached a total of US $142.4 billion last year,

with the fourth quarter (Q4) the most buoyant, reported Emirates Business.

This was an increase of 11.4% on 2008 figures. In fact, Q4 recorded the

highest value of contract projects awarded in 2009, totalling $61.6 billion;

a 63% increase on quarter three figures.

The months of December and July witnessed the largest single-month

construction contracts awarded in terms of value. Up to $45.8 billion

worth were awarded in December, while July contracts were at $24 billion,

according to the GCC Cement Sector Quarterly report released by Global

Investment House.However, Q3 witnessed the highest increase in construction awards,

increasing by 209% to reach $37.7 billion. The average contracts awarded

in 2009 were $11.8 billion compared to $10.6 billion in 2008.


Three workers crushed Construction mistakes blamed for fatalities onsite

contravention to engineering work norms, which led to the collapse.

CPC to open six factories in Al AinSix new factories are to be opened in Al Ain

this year by the Construction Products Holding

Company (CPC), reported Emirates Business.

Director of business and administration affairs

development Dr Faisal Ibrahim Al Sulaiman Al

Aqeel said that CPC is one of the Middle East's

largest building materials companies. CPC has

factories in the UAE, Saudi Arabia, Egypt, Syria,

Senegal and Algeria and will soon open new

companies and factories in Qatar and India.

He added that the company has a building

materials factory in Mussaffah, Abu Dhabi, which

started production some months ago.

In addition six new factories are being built

in Al Ain and are due to be completed this year,

with production starting by December. The six

factories will cost US $200 million and include

a ready-mix cement works and glass- and steel

plants. They are located at a large industrial

compound belonging to the company. The

company plans further expansion in Abu Dhabi.

CPC to open six

and the consultant to ensure the safety of the work and labourers,”

company plans further expansion in Abu Dhabi.

Qatari Diar enters joint venture with Saudi Binladen GroupQatari Diar Real Estate Investment Company and Saudi Binladen Group (SBG) have signed a shareholders’ agreement to establish the QD-SBG Group — a joint venture with an equal partnership between Qatari Diar and SBG.

The new venture will establish two special-purpose companies in Qatar, a construction company and an industrial-services company to enhance Qatar's construction and industrial sectors, reported Gulf News newspaper.

During the signing of the agreement — which marks Saudi Binladen Group's first business venture in Qatar — two more agreements were signed between QD-SBG, Qatari Diar and SGB, and Barwa Real Estate Company QSC and The First Investor Company QSCC (TFI); the largest closed shareholding Qatari investment banking firm in Qatar, to establish the two specialised construction and industrial services companies.

RegIonAL newsRegIonAL news

BREAKING

The Big Project now delivers the region's breaking news stories direct to your inbox with our regular e-newsletter. Email [email protected] to register for the free news blast.

Also, keep an eye out for the new, improved thebigprojectme.com site soon to be re-launched.


RegIonAL newsRERA spares stalled construction projectsThe Real Estate Regulatory Agency (RERA) has yet to cancel any construction projects that are showing no sign of being built despite saying last May that it was considering scrapping 27 of them, which would force developers to repay property buyers, reported The National newspaper recently.

As property prices fell last year, the agency was given the authority to cancel developments that do not begin construction within six months of first being approved.

The RERA later launched an online system to keep track of progress on hundreds of projects in the emirate, and began to monitor the financial stability of developers.

So far, however, no projects have been officially scrapped, according to RERA chief executive Marwan bin Ghalita: “The only ones that have been cancelled are ones the developers have cancelled themselves because they didn’t want to proceed”.

Of the 1110 construction projects in the emirate, 243 have been cancelled or are indefinitely on hold, according to Proleads, a Dubai-based industry auditing firm. Unless a project is scrapped by RERA, the Dubai Land Department or the developer, the only way investors can get refunds of money invested in stalled projects is through the Dubai Courts. Many investors have avoided this option because of the time and cost involved.

Meanwhile, any funds kept in escrow – an account in which developers must by law deposit all investors’ money – must be used to fund construction unless the project is cancelled.

No projects have been cancelled by the RERA.

Dubai developer wanted in Germany over alleged fraudAuthorities in Germany are seeking the arrest of a German

national on suspicion of a multi-million-euro fraud in connection

with a Dubai hotel project that was never built, reported The

National newspaper.

A court in Dortmund issued an arrest warrant in November

for the developer Georg Recker, who is in Dubai and has denied

any wrongdoing.Investors are said to have provided about €25 million (US

$33 million) for Recker’s Dubai 1000 Hotel Fonds towards

building a 1050-room, four-star hotel in Dubailand.

The project was planned to be one of the largest hotels in the

Middle East and was to have been completed by 2007.

Recker’s property fund was set up in 2005 and was trying to

raise €142 million ($191 million).

In the prospectus provided to investors, Recker requested a

minimum investment of €10,000 ($13 million).

Five years after the project was launched, however, there is

nothing but a hole in the ground at the site in Dubailand.

The prosecutor’s office in Dortmund, Germany, confirmed

that a warrant had been issued for Recker’s arrest.

Recker denied there was an arrest warrant for him. He also

claimed that work on the hotel project was continuing.

“Everything in Dubailand is delayed,” he said. “There is no

infrastructure, no power, no electricity. What we are doing will

definitely [continue], but it will take two to three years.”

About 70 of the 900 investors in the fund are also taking legal

action against Recker in Germany. KWAG, a law firm based in

Hamburg, is representing the investors.

Recker, 36, also denied the existence of the lawsuit.

The construction consultancy Drees and Sommer

International had been taken on to manage the hotel project,

and Dewan Architects and Engineers was providing architectural

consultancy services.

wanted in Germany wanted in Germany wanted in Germany wanted in Germany wanted in Germany wanted in Germany wanted in Germany wanted in Germany

TBP


oPInIon

the green supply chain, recyclability, environmental implications and construction methodology.

Inroads to a sustainable construction industry are progressing within the UAE. Many of the high-profile projects appear to be using the LEED tool and the local tool ‘Estidama’ is being developed. In a highly-competitive market, it would appear that construction companies understand the importance of sustainable building and are able to embrace the principles through the construction process. If however, sustainability is not a requirement within a contract

Those that don’t recognise the business benefits of green construction are missing out, says University of Wollongong in Dubai director of Engineering Management dr kamal jaafar

Green money

JAAFAR’S STEPS TO GOING GREEN

X Start with simple, achievable goals such as separating recy-clable materials for collection and reuse.

X Use energy-efficient lighting solutions and natural light to reduce generator usage.

X Organise recyclables-collection agencies at project-bidding stage; recycling scrap materials, such as metals, can be profitable and reduce tender price.

X In due course, review more advanced energy-saving initia-tives such as the implementation of solar- and wind power.

X Employ people experienced in the delivery of green buildings.

X With experience and knowledge, create procedures and processes that become standard practice.

Currently the UAE has the highest ecological footprint per person in the world (11.9 global hectares per person)

due to carbon-dioxide emissions, water extraction and desalination.

The UAE construction industry is coming under the particular scrutiny

of government, the consumer and environmentalists. This will affect every stage of the construction process, from planning and design to assembly, operation and disposal, and it will affect all members of the industry, from small building firms to large construction companies.

Until recently, the challenge of sustainability has not been fully understood nor taken up by the industry. A lack of long-term perspective, resistance from the public

to the idea of buildings having a different appearance and function, and ambiguities in the idea of sustainable development have all caused suspicion.

There has been a lack of transparency and cooperation within the industry, not to mention a failure to realise the potential benefits at stake, which has led to the view of sustainability as another policy-driven burden.

In fact, sustainable development is not just another social or environmental policy; it is a business opportunity too. By reviewing their activities with a more sustainable perspective, construction businesses in the Gulf region could go beyond reducing detrimental environmental impacts. In many cases they will also benefit from an improved- and more profitable operation.

An enduring long-term regard for sustainability as a way of business is essential to the future of the

construction industry and could benefit individuals as well as contributing to global solutions.

The construction industry in the UAE has implemented a number of applications in Masdar City, where a number of key performance indicators have been issued. An action plan was developed by a number of consultants that outlines what Masdar wants to achieve, such as an efficient design and the procurement of materials for cost- and energy saving. It considered

The University of Wollongong in Dubai's Dr Kamal Jaafar.

“if sustainabiLity isn't a rEquirEmEnt within a contract it's unLikELy contractors wiLL sELf imposE thEsE principLEs”


oPInIon

documents it is unlikely that contractors will self impose these principles, even to create a point of difference.

Overcoming obstaclesThere is a daunting task ahead to get all on board with this topic. The majority of construction-site workers is not motivated and is under-educated in most aspects of sustainability. As well as the additional cost that suppliers require for sustainable products, (due to availability) there is a huge requirement for easily-accessible recycle facilities. I believe that education and desire, over initial cost and availability in a specified time frame is the biggest hurdle.

While construction companies understand the need for green building and sometimes understand the associated requirements during the construction process, the key to delivering this outcome relies heavily on a client decision to pursue in the first instance. A client that places no need for third-party certification / validation is likely to reduce the environmental success of the project.

While the design may have strong green principles, the construction

processes adopted can work against this sustainable design to a point where certification as a green building isn't possible. The holistic process of green buildings requires buy-in from clients, designers and contractors.

Accordingly, some clients — while desiring green — are not certifying their projects, which results in a compromised result. Without the project being certified there is no way to assess and benchmark the environmental success of the project. In the last year, the cost of green is high on the agenda for developers. Clearly there is a mismatch of green-building payback in a community that has a relatively-low cost of energy. Disappointing at a time when change is a necessity rather than an option.

It has been noticed that the cost associated with sustainable construction

development is considerable in the short term and will only have a financial payback in the long term; most developers are not willing to invest in this long-term option. It is clear that cost is a major factor in determining whether sustainability is further developed or not, but according to developments in the UAE market,

it seems that cost is the number one driver and has already impacted the development of Masdar City, which recently came under review.

Standards and limitationsThe starting point for all members of the construction industry that wish to approach sustainability as a business opportunity must be in realising the long-term benefits and rethinking operations in four key areas: energy, material, waste and pollution.

Still, different approaches to sustainable construction are adopted worldwide. Cooperation between industry bodies and governments, and transparency in what we are doing can help reduce the burden of change. But in the end, change will come only when individual firms take up the challenge of operating in a sustainable

way. Hence, there is a huge need for unified national construction standards. Sustainability has to grow gradually to become a social and practical norm; otherwise its implementation, successes and failures will be hard to assess.

National standards for the industry would be difficult to regulate and implement full scale in a short time frame due to the traditional ‘use what is necessary’ mentality to design and complete a project. It has been thought that the development of Estidama was necessary to create a local robust environmental assessment tool that responded to the difficulties of the UAE. The tool, however, has been in pilot or draft mode for a number of years with no visible programme for its implementation. Perhaps the UAE should consider using the tried-and-tested environmental tools for a number of years locally, understand their limitations and then enhance these with a local flavour.

The LEED tool has been adopted by major projects all around the world, but might need to be tailored and developed to suit the UAE market, but this has yet to happen.

Dr Kamal Jaafar

is an assistant

professor in

Engineering

Management at

the University

of Wollongong

in Dubai. He

holds a B.S, MPhil and PhD Degree in Civil

Engineering from the University of Cambridge

and a MBA degree from Ashcroft International

Business School. He also attained studies

in international relations from Harvard

University. His research interest is sustainable

design and green logistics. In 2004, he was

honoured by Prince Charles as a Fellow of

the Cambridge Overseas Trust. In 2005, his

research won first prize at the Royal College

of Physicists in London organised by KRSF.

Recently, he was honoured by the Lebanese

government for his academic achievements.

[email protected]

profiLE

Jaafar: The review of Abu Dhabi's Masdar City reflects cost issues.

TBP

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eVent InsIDeR

blind” in terms of sustainability, with design inputs often failing to generate the desired outcome.

Bunn said he didn’t believe in “environmental checklists” and that you could not take LEED and believe you are meeting environmental targets. Often energy-saving solutions, such as infra-red detection lights, have the adverse effect of using unnecessary energy because they are triggered to come on even during daylight hours, he pointed out. “The industry is full of contradictions,” added Bunn.

He suggested that the most effective way to meeting environmental targets was perhaps the ‘Soft Landings Approach’, which involves a professional after-care period of three years, and adds less than 0.5% to the cost of the project. For more information on this initiative, visit www.bsria.com/bookshop

Audience member, Saudi Green Building Council head Sultan Faden commented; he said one of the reasons he referred to the LEED system was because it was accessible and easy to become acquainted with.

This month, we attended the 4th Annual Cost-Effective Sustainable Design & Construction Summit held at Park Hyatt Dubai from March 7-10 to bring you a brief insight into the event

sustainability forum in dubai

Developers, consultants, architects, suppliers and several owners turned out to this year’s 4th Annual

Cost-Effective Sustainable Design & Construction Summit.

First to take the podium on day one, Masdar manager – sustainable developments Mark Siddorn delivered his ‘Understanding Sustainable Cities’ speech, which raised questions among the audience about building materials.

Al Arsh Properties director Adnan Sharafi, in the audience, asked whether Gypsum, a soft mineral composed of calcium sulphate dihydrate, could be used instead of concrete in structures, considering its traditional function in old Emirati buildings, such as the Bastakiya area in Dubai.

Siddorn responded saying he wasn’t aware that Gypsum was structurally

sound for this use, to which Sharafi replied that it could be strengthened. Siddorn revealed that Masdar City was, in fact, largely constructed from ‘green concrete’, with terracotta used externally on some buildings.

On the subject of green concrete, consultancy and supplier Grey Matters managing director Rabih Fakih presented a collection of statistics illustrating the environmental impact of conventional cement production.

Fakih said up to 3.8% of global CO2 released comes from cement production. Most of the harmful CO2

emissions are produced during the burning of fossil fuels, calcination and while operating mining equipment in the production process. He said that around 900-1100kg of CO2 is released during the production of every 1000kg of Portland cement.

“Furthermore, the vast amount of waste to landfill is construction waste; a lot of this is concrete,” continued Fakih.

Here, the event chairman and Hyder Consulting regional director — value management and sustainability Stephen Oehme interrupted to say that the level of CO2 emissions released often varied manufacturer to manufacturer.

Later, BSRIA UK building analyst Roderic Bunn presented an analysis of post-project performance for green buildings using a methodology called ‘Soft Landings’. He pointed out that many industry members were “flying

A clear message at the show was 'sustainable can be profitable'.

BEE’AH TO LAUNCH SHARJAH RECYCLING FACILITY

Speaking at the event, Bee’ah The Sharjah Environment Co director — Tandeef Operations George Yanos revealed that the company was soon to launch the Middle East’s largest Material Recovery Facility (MRF) in Sharjah, UAE.

The facility, which is four storeys tall and spans an area of 220,000ft², will receive, separate and prepare recyclable materials.

Situated alongside the existing landfill site at Al Saj’ah, once at full capacity the site will process between 500,000- and 800,000 tons of waste per year; making it among the largest facilities in the world.

It is expected that the MRF will play a huge role in reducing the volume of Municipal Solid Waste (MSW) reaching landfill sites in the region.

TBP

“up to 3.8% of GLobaL co2 Emissions rELEasEd comE from cEmEnt production”


LegAL comment

tunnel visionInternational law firm King & Spalding’s construction and major projects counsel tim burbury looks at Abu Dhabi’s ambitious transport plans and assesses the risks and issues commonly encountered during the development of tunnelling projects

appropriately in the planning stage, may attract claims from third parties.

In addition to the developer (most likely the government’s transport department) and the contractor, tunnelling projects involve a myriad of third-party stakeholders, who will

each inevitably be affected in some way by the construction works. These stakeholders include:

X Land owners/landlords/tenants that may be occupying or developing their own sites in the path of- or in close proximity to the proposed tunnel corridor.

X Utility companies that may have water, sewerage, electricity, gas, telephone, fibre optic and cables and pipelines lying in the path of- or in close proximity to the corridor.

Abu Dhabi is spending billions of dollars on transport projects over the next decade; many of these will have

tunnelling elements. The construction of these complex developments represents both unique opportunities and risks for those involved.

The blueprint for transport development in Abu Dhabi is the Surface Transportation Master Plan (STMP). The STMP represents an unprecedented opportunity for Abu Dhabi and international contractors and operators. It encompasses a multi-billion dollar integrated network of highways and regional rail, metro and tram services with a complementary system of buses, taxis and park-and-ride facilities. No other city has ever attempted to develop all of these modes of transport from nothing at the same time and in such a short period of time.

Many of these projects will have tunnels; indeed Volume One of the STMP envisages several major tunnel projects linking islands (Abu Dhabi, Saadiyat, Lulu, Reem, Yas) and within Abu Dhabi’s busiest streets (Salaam, Mina, Electra, Khaleej Al Arabi). Perhaps the largest tunnelling job out of these will be Abu Dhabi’s massive underground metro system, stretching hundreds of kilometres.

stakeholdersTunnelling projects create a different level of complexity and risk exposure compared to simple building projects. In addition to the normal planning and construction permits, and site and access issues that all construction projects face, tunnelling projects attract specific issues which, if not addressed

X Government departments — especially for transport — that have an interest from a public policy and regulatory perspective, also police, municipalities, planning, public works and environmental sectors.

X Other contractors that may be engaged by any one of the above stakeholders to perform other works in the vicinity of the proposed tunnel corridor.

X Public; the stakeholders perhaps most inconvenienced by delays and diversions caused.

It should also be kept in mind that often the tunnelling project is a subset of a greater project; this means more stakeholders. Take Abu Dhabi’s proposed metro project, which will involve the design, construction, procurement, maintenance and operation of various mechanical, electrical, civil and infrastructure components, including:

X The route (and all underground track works).

X Each metro station, including substructures of any elevated metro stations and underground elements of the stations.

X The rolling stocks. X The depot to house the rolling stocks

and other vital facilities, including the rolling-stock maintenance facilities, and the metro operations control centre.

X Various mechanical and electrical equipment and systems, including

a power supply and distribution system, a signalling and traffic system, a telecommunications system and an automated fare collection system.

This is a major project and the tunnelling aspects, albeit a large part, are but one part of the overall project. This means the tunnelling works need to be carried out in parallel with the other components of the project and in close proximity with many other suppliers and contractors.

“tunnELLinG projEcts crEatE a diffErEnt LEvEL of compLExity and risk ExposurE comparEd to simpLE buiLdinG projEcts”

Burbury: Specific issues could result in third-party claims.


LegAL comment

management of interests For any project with multiple stakeholder relationships, it is essential to engage stakeholders early. The developer should therefore seek to agree and implement a cooperative mechanism with the stakeholders early on. This will be designed to identify and resolve stakeholder issues in a timely and efficient manner. This mechanism needs to incorporate a seamless process for the evaluation of any intractable issues which threaten the outcomes of the project and which may require resolution at a higher level.

The stakeholders will each be affected in some way by a tunnelling project. Indeed, because the project is not ‘their’ project, collectively they won’t have the same interest or ‘buy in’ that the developer and the contractor have. They won’t make money from the project (although some may indirectly profit from increased traffic visiting their stores) and many will complain about the inconvenience caused by the works. They will be told by the relevant government department procuring the project that the project is going to happen and that they will have to deal with it. Many will resist being dragged into the matter. Utility companies in particular will resist as they will have spent considerable effort and expense in laying utility services. Because such projects are inevitably government sponsored, this allows some degree of ‘forced’ cooperation onto the government-owned stakeholders.

The juggling act can be further complicated if the developer does not

develop a strategic plan to coordinate and manage the entire stakeholder group (and perhaps sub-groups) and gather their collective buy in. False starts may lead to a ‘ganging-up’ approach. There is never one solution that works for every tunnelling project, however, best practice is to obtain stakeholder buy in as early as possible in the planning process and to ascertain and manage each stakeholder’s issues and drivers. In this way, the developer can develop its strategy for managing collective and individual expectations and document this in ‘stakeholder

deeds’ or other appropriate legal and partnering documentation.

Land acquisition Acquiring the access and easement rights for the tunnel corridor becomes complicated where the corridor crosses existing developments and construction sites. For example, a ‘cut-and-cover’ tunnel will shut down entire streets during the construction phase. Traffic studies will invariably be carried out early in the planning stage to determine the most appropriate size and length of the tunnel, directional tunnel

Stakeholder Interest Possible issues

Developer Quality product, on time and to budget, minimal claims and inconvenience

Resources, delivery within time and cost constraints. Third-party claims and unwanted publicity or attention and general complaints

Landowners and leaseholders (residential, retail, business, schools, healthcare institutions and so on)

Legal and commercial Collusion against developer, delays to their development projects and consequential costs and damages (will try to seek indemnities from developer), damage to buildings from subsidence, noise, vibration, nuisance, coordination with other contractors, reputational damage from delays and operational interference

Government departments (Transport, planning municipality, police, environmental authority and others)

Legal and regulatory Coordination issues, project steering and stakeholder breakdown, regulatory approvals, road regulation, traffic management, environment, health and safety issues

Utilities Legal and commercial Delays to progress of utility construction, damage to existing infrastructure services, operational interference, dangers with moving underground utility assets

Contractors (for roads, relocation of utility assets)

Quality outcome with a tidy profit

Incentivising, teamwork, inadequate scope, changes, delays in design, interference, disputes, etc.

Press Want a story Potential to be critical of many issues; health and safety; traffic congestion, labour, left-field concerns

Acquiring access and easement rights for the tunnel corridor becomes complicated where it crosses existing developments or sites.

Burbury: There is never one solution for all tunnelling projects.


ramps at the start and end points and most importantly, the location of the permanent tunnel corridor itself.

procurement strategiesWhere the private-sector contractor is mandated to design, construct, operate, maintain and fund the entire project for a long period (for example, 30 years), then the procurement model may involve a concession or franchise arrangement and the execution of complicated project agreements.

However, if the government procuring authority funds the project from public funds, the more common

procurement models for the tunnelling aspects are design-bid-build, design-and-construct and fast-track construction management with trade packages. The choice may ultimately come down to the speed at which design development can occur and the level of involvement of the contractor in the design process.

If the developer is prepared to wait until a nearly-developed design can be produced before going to tender, then the design-and-construct model might be best, as the developer can ask the contractor to give a lump sum price for the entire scope of works. This model also places the entire risk of design and construction errors singularly on the contractor. Where the developer wishes to retain design control, then a design-bid-build model may be preferable. Where the design is not complete, but construction needs to start to meet

completion milestones, then a fast-track construction management approach may work, with trade packages released as individual design packages are finalised. The UAE market favours the use of the ‘FIDIC’ forms of contracts for construction works. These may be used for the tunnelling works with appropriate amendments, however, the relocation contracts are often bespoke contracts with multiple parties.

risky business The developer’s starting position will be for the tunnelling contractor to assume the risk of latent conditions in

the subsoil and for avoiding substance or settlement of neighbouring land. This isn’t just by the tunnel collapsing, but also by drawing water out of the soil. The tunnelling risk and the risk of damage to neighbouring properties should be allocated to the contractor and he should be required to insure adequately for it. Most tunnelling disputes arise because of substance or settlement problems, so dealing with these risks is of critical importance.

In jurisdictions such as Abu Dhabi, there are additional legal issues not present in other legal systems, such as ‘decennial liability’. In summary, the contractor will be strictly liable for 10 years (this can be extended by agreement) from completion of works for any total or partial collapse of a building or installation and for any defect that threatens its stability or

safety. Importantly for developers, the contractor has to pay damages to the developer regardless of whether any defect or collapse arises out of a fault in the land itself (i.e. latent conditions) or that the developer consented to the construction of the defective buildings or installations. Ultimately, the contractor will have to satisfy itself as to the ground conditions, which for tunnelling projects can be inherently difficult and costly.

Other key issues for developers include strategies for mitigating claims from third parties arising from the tunnelling works and strategies to avoid time and money claims from the tunnelling contractor (and stakeholders) due to interference from other contractors along the tunnel corridor.

The risk of claims cannot be entirely eliminated, as this will depend on the attitude of the claimant. However, there are some strategies that have been successfully used on tunnelling projects to mitigate such risks. These include: obtaining appropriate insurance, stakeholder deeds (that may deal with coordination responsibility, consequences of claims etc.) and coordination and wrap-around agreements and interface protocols, to be signed by the contractor (and its subcontractors) and each other contractor working for a stakeholder on or near the site.

LegAL comment

“in abu dhabi, thErE arE additionaL LEGaL issuEs such as dEcEnniaL LiabiLity"

profiLE

Tim Burbury is a construction and major

projects counsel based in King & Spalding’s

Abu Dhabi office. He is also a member of the

Global Transactions Practice Group.

Prior to joining King & Spalding, Burbury

led the construction and infrastructure

practice of another law firm. He has advised

master developers, government-owned

entities, utilities, infrastructure funds,

lenders and EPC contractors on their

involvement in transport, energy, social

infrastructure and construction projects

throughout the Middle East, Asia and

Australia. He has particular expertise in

structuring, documenting and negotiating

complex infrastructure projects under

traditional, DBO and concession models.

Most tunnelling disputes arise because of substance or settlement problems so dealing with such risks is of critical importance.

TBP


RegIonAL news


RegIonAL news

GCC infrastructure is “simply exploding”, according to the Kuwait Financial Centre (Markaz), which reports the

number of fatalities on the region’s roads as averaging 21 per every 1000 people (in Oman, KSA, the UAE, Qatar, Kuwait and Bahrain), compared to 10 in India and six in China, for example.

This has led the authorities to invest heavily in road projects, with an expected US $10 billion being poured into developments over the next decade.

However, landmass restrictions limit the number of roads that can be built and as a result demand has arisen for substantial railway networks. Authorities have responded by setting out ambitious plans for developing the region’s rail sector.

connecting the Gcc Perhaps the most significant development is the pan-GCC rail

project. Currently valued at $15 billion, the 2177-kilometre railway will facilitate travel between GCC countries. The rail link will cater to passenger- and freight traffic and is expected to be completed in 2016. The first line will run 1970 kilometres; starting in Kuwait, passing through Saudi Arabia, Bahrain, Qatar and the UAE, and ending in Oman. The second line will be 1984-kilometres long and will run through Kuwait, Saudi Arabia, the UAE and Oman.

Each country will build its own national railway, which will eventually be combined to form the GCC network.

The countries' governments will be required to finance a percentage of construction costs and look for private-sector investment.

Under a tentative schedule, consortiums bidding to design the rail network will be screened in May and contracts awarded by early 2011, according to recent news reports.

And it seems that the UAE is steaming ahead of its neighbours with Union Railway telling contractors at the end of last month that the tendering process on the first phase of the UAE-wide rail network will start within the next two months.

Phase one of the 264-kilometre UAE railway network will facilitate the transportation of granulated sulphur between the southern Shah sour gas field, another field, Habshan and on to Ruwais on the Gulf Coast when it opens.

If state rail company Union Railway can complete the first phase of its $11 billion rail network within the ambitious timeframe it has set for itself, the company will have set the standard not only for the UAE railway, but also the planners behind the GCC’s five other rail projects.

The UAE rail network is expected to grow in phases to encompass around 100 locomotives and 5000 freight

Kuwait financial centre SvP — research M.r raghu says gcc infrastructure is exploding, with demand driving forward rail developments on the drawing board. Louise birchall looks at the most promising projects

gCC rail proJeCts coVeR stoRY

March 2010 THE BIG PROJECT 19

www.topconpositioning.comYour contact in Middle East and Africa

Email: [email protected] +971-4-2995900(Dubai)

wagons by 2017, transporting cargo and people in equal measures.

It is expected that Union Railway will ask for expressions of interest on construction contracts by the end of May, and will invite firms to prequalify for the project in the third quarter of the year. The completion date of the first phase is 2013.

This news puts the UAE ahead of its GCC neighbours in terms of progress on the railway project. Perhaps, this is not surprising considering the recent news that car crashes cost the UAE AED 21 billion per year ($5.7 billion), not to mention 1000 lives annually. The financial loss includes direct and indirect expenses such as medical costs, insurance loss, property damage, family income losses and traffic congestion

The research was announced at a Road Safety on Four Continents conference in Abu Dhabi and came

from research compiled on behalf of the National Transport Authority by the Roadway Transportation and the Traffic Safety Research Centre, situated at the UAE University.

The implementation of the network is certainly positive news for the project and the region’s wider rail sector.

uaE steaming aheadMarkaz senior vice president — research M.R Raghu points out that while

research suggests investments in rail projects in the GCC region could reach $109 billion over the next 10 years (based on projects already announced in Saudi Arabia, UAE, Bahrain Qatar, Kuwait and including the pan-GCC project), most are still in planning stage and two, at a combined value of $3.2 billion have been put on hold.

In this respect, the UAE has bucked the trend again with the launch of Dubai Metro.

Intended as another solution to relieve the emirate’s severely-congested roads, the Roads and Transport Authority (RTA) is developing the metro network, which comprises four lines; the Red Line is 45-kilometres long and runs from Rashidiya to the Jebel Ali border. This was completed in 2009.

The Green Line is 49 kilometres long and runs from Dubai Airport Free Zone to Dubai Healthcare City and is expected

to open in June 2010. The Purple line is scheduled to open in the fourth quarter of 2013 and will run 49-kilometres from Dubai International Airport to Jebel Ali Airport. The Blue Line is 50-kilometres and will connect Dubai International Airport with Al Maktoum International Airport, scheduled to be completed in 2014, according to Markaz.

Furthermore, Union Railway CEO Richard Bowker told reporters last month that international bidders

for contracts on the nation-wide rail network would not be deterred by the high-profile disputes over unpaid bills that have hit the headlines over the past few months. He said the Dubai Metro project is considered to be of “major national interest” and that firms will be “beating a path to our door”.

Meanwhile, Abu Dhabi plans to construct an intercity rail system to be completed by 2015.

Existing solutionsSaudi Arabia is also making significant headway. In fact, the country is the only one in the GCC to have an existing railway network, which connects the port city of Dammam to the capital Riyadh. The two lines comprise a 556-kilometre track built in the 1950s for transporting freight and a 449-kilometre single track built in the 1980s for passenger trains.

“It’s a very small network, but it proves the concept can work in this region,” says M.R Raghu.

The network carried 1.1 million passengers and 3.48 million tons of cargo in 2008; signifying a compound annual growth rate (CAGR) of 7.58% and 13.43% for passenger traffic and cargo respectively since 2002.

“We believe that the segment has the potential for exponential growth in

“thE tEndErinG procEss on thE first phasE of thE uaE-widE raiL nEtwork wiLL start within thE nExt two months”

Kuwait Financial Centre SVP — research M.R Raghu.




coVeR stoRY gCC rail proJeCts

traffic after the completion of projects currently being executed given that the expat strength in the country would prefer to use this mode of transport,” adds M.R Raghu.

ksa’s high-speed implementationIn terms of upcoming projects, KSA has interesting and extensive plans to connect various parts of the country.

The major projects planned and currently being executed are the North-South Line, the Saudi Land Bridge Project and the Haramain High-speed Rail Project (also known as the Makkah Madina Rail Link (MMRL)). Then there are smaller mono-rail projects being executed in Riyadh and planned in Jeddah, according to a GCC Roads and Railways report compiled by Markaz (January 2010).

The Saudi Landbridge Project will connect the port cities of Jeddah, Dammam and Jubail, passing through

Riyadh and serving its dry port. This entails the construction of approximately a 950-kilometre new line between Riyadh and Jeddah and the construction of a 115-kilometre line

between Dammam and Jubail. The project includes up-gradation of the existing rail link between Riyadh and Dammam, including a link to the new Riyadh-Jeddah and Dammam-Jubail lines. It also covers integration of the new lines with the Jeddah Islamic Port,

King Abdul Aziz Port, Dammam Port and the Riyadh Dry Port.

The $6.6 billion project is scheduled for completion by 2011. Saudi Arabia will grant concessions to the private

sector for construction and operation of the Saudi Land Bridge through a build-operate transfer (BOT) contract.

Meanwhile, the $6-billion Haramain High-speed Rail Project is passenger-centric and will cater mostly to pilgrims and commuters. This involves the

construction of a high-speed line linking Jeddah, Makkah and Madinah, with six new stations.

Works also comprise the construction of a line between Jeddah and Makkah and construction of a line between Jeddah and Madinah.

KSA will also grant concessions to the private sector for the construction and operation of the Haramain railway, through a design, BOT contract.

Consultants Foster + Partners (for the project's stations) and Dar Al-Handasah (Shair and Partners) have been assigned, and Al Arrab Contracting Company is the main contractor.

In February, it was reported that The Council of Ministers (cabinet) in Saudi Arabia is attempting to speed up construction of the Haramain project by forcing the state-owned Public Investment Fund (PIF) to provide available funding.

chairman HE Sultan Ahmed bin Sulayem and Josef Kleindienst.

The Blue Line of the UAE's Dubai Metro is the final phase of the development, which is currently expected to be completed in 2014.

“thE counciL of ministErs (cabinEt) in saudi arabia is attEmptinG to spEEd up construction of thE haramain projEct by forcinG thE statE-ownEd pubLic invEstmEnt fund”

In addition to KSA’s ambition rail plans, there are smaller mono-rail projects being executed in Riyadh and planned in Jeddah.




gCC rail proJeCts coVeR stoRY

A cabinet meeting that was held in February this year instructed the Public Investment Fund to finance the service and business contracts for the ongoing railway project by providing interest-free loans.

on track for 2010The North-South track is an initiative to develop a 2300-kilometre North-to-South railway system that will initially link the northern mineral mines of Al-Jalamid (phosphates) and Az Zabirah (bauxite) to processing facilities in Ras Azur on the Arabian Gulf. The line is scheduled to be completed this year and is expected to carry general cargo, as well as up to two million passengers each year, according to Markaz.

At the end of March, the Saudi Arabian Railway (SAR) organisation signed a SR278 million ($74 million) agreement with India's state-owned Rites Company for the operation of the industrial railway.

qatar not far behindWhile the UAE and Saudi Arabia are at the forefront of the GCC ‘rail revolution’, Bahrain, Oman, Qatar and Kuwait also have some projects in the pipeline. However, “plans are all they are”, points out M.R Raghu.

But Qatar appears to be the most proactive out of these countries. Qatari Diar vice CEO Dr Hassan Al-Fadala told reporters in February that local contracting companies would be

awarded major works in the proposed multi-billion dollar railway projects, 70-80% of which will comprise construction works.

The most significant projects include a metro network within Greater Doha,

over-ground railways covering Qatar and eventually linking to the GCC network, and cargo trains.

The metro network is expected to have four routes; a Red Route, Green Route, Yellow Route and Blue Route. The Red Route will start from Mesaieed, cross Al Wakra, the New Doha International Airport, downtown Doha and Lusail, and eventually reach Al Khor and Al Shamal.

The Green and Yellow routes will link the eastern part of Doha to its west. The Blue Route is designed to run along C-Ring Road.

The metro rail project will cover a distance of 345 kilometres, with trains running at around 80-160 kilometres per hour (KPH).

The ground network is expected to cover 345km, with passenger electric trains, which will be running between 220 and 350 KPH.

Cargo trains covering major economic centres in Qatar will run at a speed of 120 KPH.

Meanwhile, Bahrain has embarked on a $2 billion Qatar-Bahrain Causeway project, which upon completion will connect the two countries by rail and road. Also, the country is planning a mono-rail at a cost of $1 billion.

Oman is in the planning stages of a 200-kilometre railway line linking the towns Soha and Barka.

And Kuwait is planning a national rail network and metro system worth $11 billion.

The 518-kilometre railway system will link the proposed 2000-plus kilometre GCC railway line with Iraq, Iran and other neighbouring countries, as stated in the GCC Roads & Railways report.

“thE dubai mEtro projEct is considErEd of major nationaL intErEst and firms wiLL bE bEatinG a path to our door”

The speed of passenger trains on the pan-GCC railway network could reach up to 350 kilometres per hour if plans are approved.

Having launched the Dubai Metro Red Line last year, the UAE is leading the way for the GCC in terms of establishing rail networks.




Pan-Arab GCC railway The project is to facilitate and integrate transport links between all six GCC member states and is expected to be completed in 2016. The rail links will cater to both passengers and freight

traffic. The first of the two railway lines will be 1970-kilometres long, starting in Kuwait and passing through Saudi Arabia, Bahrain,

Qatar, the UAE and ending in Oman. The second, 1984-kilometre long line will run through Kuwait, Saudi Arabia, the UAE and Oman.

Saudi Landbridge Project The $6.6 billion railway will connect the port cities of Jeddah,

Dammam and Jubail, passing through Riyadh and serving its dry port. The project entails the construction of approximately a 950-kilometre long new line between Riyadh and Jeddah and

the construction of a 115-kilometre line between Dammam and Jubail. It includes the up-gradation of the existing rail link between Riyadh and Dammam, including a link to the new Riyadh-Jeddah and Dammam-Jubail lines. It also covers integration of the new lines with the Jeddah Islamic Port, King Abdul Aziz Port, Dammam Port and the Riyadh Dry Port. The project is expected to be completed in 2011.

Haramain High-speed Rail Project (also known as the Makkah Madinah Rail Link (MMRL)), Saudi Arabia

The Haramain railway is passenger-centric and will cater mostly to pilgrims and commuters. It entails the construction of a high-speed line linking the three cities; Jeddah, Makkah and

Madinah, with six new stations. It involves the construction of a new line between Jeddah and Makkah and construction of a new line

between Jeddah and Madinah. The project is estimated to cost $6 billion.

North-South track, Saudi ArabiaSaudi Arabia is developing a 2300 kilometre North-to-South railway

system that will initially link the northern mineral mines of Al-Jalamid (phosphates) and Az Zabirah (bauxite) to processing facilities in Ras Azur on the Arabian Gulf. The line is expected to

carry general cargo as well as up to two million passengers each year. The project is likely to be completed by the end of 2010.

Dubai Metro lines The Roads and Transport Authority (RTA) is developing Dubai Metro

to solve traffic-congestion problems in Dubai. The metro network comprises four lines; the Red Line is 45-kilometres long and runs from Rashidiya to the Jebel Ali border and was completed in 2009.

The Green Line is 49 kilometres and runs from Dubai Airport Free Zone to Dubai Healthcare City and is expected to open in June 2010.

The Purple line is scheduled to open in the fourth quarter of 2013 and will run 49 kilometres from Dubai International Airport to Jebel Ali Airport. The Blue Line is 50-kilometres long and will connect Dubai International Airport with Al Maktoum International Airport, scheduled to be completed in 2014.

top fivE Gcc raiL projEcts full steam ahead M.R Raghu says the implementation of the GCC rail plans is crucial.

Stress on the transportation segment is expected to increase over coming years due to population growth and a growing number of expatriates, which already make up 60% of the population. And there are already signs of visible inadequacies in the Gulf’s infrastructure, particularly in Saudi Arabia, the UAE, Kuwait and Oman, where road density, in terms of the number of cars per kilometre of road, is the highest.

While there are clearly ambitious rail plans in the pipeline, these have not been immune to the effects of the global financial crisis.

“These plans came about in the last four-or-five years when the going was very good for the GCC, but things have come to a difficult path. Planned projects will remain in planning stage for the next next two-to-three years,” asserts M.R Raghu.

However, he says in spite of an overall shift in the timeframes of some of these projects, they will most certainly come about.

“From an investor point of view, the GCC rail sector is absolutely an area of opportunity,” he adds. TBP

coVeR stoRY gCC rail proJeCts

Raghu: Delayed rail projects will resume in two-to-three years.

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provide full interior-design services for the Tower 69-based hotel: “Winning the contract for the seven-star hotel has proved to be a catalyst for us and enabled us to pick up other projects. We continue to look at opportunities. We also have a small project office for

Multi-million dollar investments in hotel construction, infrastructure

developments and revised entry requirements for foreign travellers to Libya reflect the country’s dynamic and growing travel and tourism sector.

In 2008, the Libya Investment Board (LIB) indicated that the number of ongoing tourism projects was 37, at a combined value of LYD242 billion (US $190 billion).

Various hotels have been renovated and LIB estimated seven upcoming hotel developments in the country, with a combined capacity of as many as 2500 rooms, due to be completed by 2011, according to research company Euromonitor International.

Last year, construction started on a modern mixed-use development for client Libya African Investment Portfolio (LAP), situated in the centre of the Libyan capital, Tripoli. Tower 69 is expected to be completed in 2012 and includes offices, a commercial complex and a seven-star hotel.

Godwin Austen Johnson (GAJ), one of the largest UK architectural and design practices in the UAE recently expanded into Libya having been contracted to

the site-based staff on the hotel project and expect that we will have a more permanent base in the country by the end of the year,” GAJ partner Graeme Fisher tells The Big Project.

diverse project range Fisher says that the group is undertaking numerous projects still at concept stage in- and around Tripoli. These include a vast mixed-use master plan, which will provide commercial, retail, hotel and residential accommodation, and a master-plan project providing a retail street and boutique hotel accommodation. GAJ is also working on feasibility studies for potential new-builds and historic refurbishment projects.

“While we are largely working on new-build projects, we have been asked to look at some potential historic restoration work within the Medina. This is really exciting because there is so much history and context to draw from. We expect to see a whole mix of new projects over the next few years; ranging from large new builds catering to the expected influx of companies, workers and tourists, to one-off boutique scale interventions into the city’s existing fabric,” adds Fisher.

Increasing numbers of visitors and expats also call for infrastructure investments. Euromonitor reports that infrastructure has been at the heart of governmental investment policy in Libya since 2004, with particular regard to the transport sector.

It states that air travel has benefited the most with investments of $5 billion.

market rollercoaster But while travel and tourism in Libya is expected to flourish over the next

few years due to the country’s niche tourism products, Libya will remain an oil-dependent country and the contribution of services and travel and tourism to GDP is expected to remain quite low. Furthermore, in its Libya Infrastructure Report 2010, Business

“infrastructurE has bEEn at thE hEart of GovErnmEntaL invEstmEnt poLicy"

With year-on-year growth in Libya’s construction sector and large investments in tourism projects; opportunities are rife, but the unique business environment demands time and patience

road totot

Libybyb ayay


mARket exPLoReR libya

Godwin Austen Johnson Abu Dhabi-based partner Graeme Fisher.

TBP


libya mARket exPLoReR

Monitor International acknowledges that the tremendous growth in Libya’s construction sector since 2003, when UN sanctions were lifted, was “blunted” in 2009 by the global recession. After witnessing year-on-year growth as high

as 27% in 2007, industry value real growth fell into negative territory at -1.18% last year.

On the upside, Business Monitor International states that growth is expected to return this year, with sector value rising from currently $3.84 billion to $6.12 billion in 2014. Major infrastructure projects have continued to focus on Libya’s utilities sector. A joint venture between Russia's Technopromexport and LAP announced a fund of $6.73 billion for power projects in Africa, including a 1250km, 400kV transmission line in Libya.

Water sanitation was also a key priority last year, with Daewoo Motor Sales of South Korea, Impregilo Lidco of Italy, Singapore’s Hyflux and Punj Lloyd of India all signing multi-million dollar contracts to build networks for drinking water, sewage water and storm water.

A water-purification and fluid-treatment company has won a contract to build two desalination plants, the company reports.

Hyflux has signed a memorandum of agreement with the commercial arm of the Libyan Ministry of Utilities’ General Desalination Company (GDC), which allows Hyflux to jointly invest in- and develop two reverse-osmosis desalination plants in Libya.

perseverance pays Project financing can be an issue due to weak contract enforceability and unpredictable government intervention in Libya, which has in turn raised price risks for energy and transport assets.

Having experienced Libya’s unique and challenging construction environment firsthand, GAJ’s Fisher says: “Libya has simply incredible potential. It has rich natural resources, an enviable geographical location, a beautiful climate and a rich historical legacy. We are excited to be involved in various projects in the country, but we understand that our commitment to Libya needs to be a long-term one.

"Godwin Austen Johnson wants to be involved with helping the country

develop in a very considered and a sustainable way,” he asserts.

Business Monitor International reports that the outlook for Libya remains positive despite the tightening of infrastructure budgets as a result of the global recession.

It says Libya’s position as an energy exporter guarantees foreign interest in development projects particularly given its proximity to Europe and the recent defrosting of political relations.

There is not expected to be a boom in travel and tourism in Libya for several years as most of the projects that started after 2005 have an average completion period of five to 10 years.

But, Euromonitor International reports that the government's focus on promoting travel and tourism through developing and upgrading Libyan infrastructure, for example airports and ports such as Sirte and Tripoli, remains.

The government aims to use travel and tourism as a way of promoting Libya as a country that is open to political and economic changes and is close to western culture.

In the meantime, opportunity seekers that are heading to Libya should certainly not “expect that

things will run as smoothly or as efficiently as they might in the West, or in more established Middle Eastern environments,” says Fisher.

“The country is only just starting to develop and certain planning and construction-related procedures are only now starting to be defined.

"The key to being successful in Libya is to be in Libya, which involves investing time and energy, and having a fair degree of patience,” he concludes.

Last year, construction started on an ambitious mixed-use development called Tower 69, situated in the capital of Libya; Tripoli.

A view of the lobby-lounge area in the Tower 69 hotel.

“thE country is dEvELopinG and cErtain pLanninG and construction-rELatEd procEdurEs arE just bEinG dEfinEd”


working against the clock...Speaking following the full and on-time completion of Majid al Futtaim’s Mirdif City Centre development in Dubai, Mace Group project director mark kennedy says a hands-on approach is essential to delivering bang on schedule

mirdif city centre (mcc) opened to its march 16, 2010 deadline set two years ago, was that difficult to achieve? It is very important for retail projects to fix a completion date that ties in with the retailers' trading seasons.

Retailers need to be able to plan ahead to open stores, once their plan is in place and stocks are ordered it can be very disruptive and sometimes costly to a retailer’s business to change an opening date.

We also need to remember each unit within a mall has its own construction

fit-out project to plan and execute in parallel with the main mall works. It is important for the project manger to understand the retailers’ needs as well as the retailers’ customer needs when developing and delivering a mall.

does publicly announcing a specific opening date increase pressure on construction teams? Once announced, a mall opening date is immovable. So, on one hand you could say the pressure is increased, but on the other fixing a project end date also fixes the critical path for decision making and accommodating change, which assists in driving a project forward.

Fixing a date gives everyone involved from delivery to sales and marketing

maCe group tALk

a fixed target from which to plan. As project managers, we consider fixed dates (so long as they are realistic) as positive pressure not negative.

when setting a works schedule, what time factors and potential for delays must be considered? Part of Mace's role is to provide timelines for design, procurement, construction and fit-out phases.

Almost all projects are unique and dynamic; it would therefore be foolish not to understand the potential risks and have float and redundancy built into the programme in order to accommodate them.

Having said that, from time to time issues will arise that have the potential to significantly impact a project completion plan.

We capture these early in our risk register, so all stakeholders are aware of the potential risks and mitigation measures early.

In cases where risks do materialise and become reality, clear and quick communication is called for.

Getting the issues across to the key stakeholders and decision makers and offering viable options to eliminate the risk is essential to the ultimate success of a project.

what are the consequences of delays? On retail projects such as MCC, it is very important to deliver on time. Failure to do so means retail partners and — for a time — your customer (the shopper) lose confidence in the product.

However, time is not always the key driver on all projects. Sometimes a client may be happy to take more time on a project to increase or ensure quality. On other projects, cost or cash flow may also be a driving factor in the success criteria.

As project managers, we need to establish early with clients what their key success criteria is. If time is a key driver then, yes of course, it is very important to ensure you meet the clients’ expectations.

“thE projEct bEinG compLEtE upon opEninG was a kEy succEss critEria and sEt a nEw bEnchmark for mEna shoppinG maLLs"

Mace Group project director Mark Kennedy has 30 years' experience.

Mirdif City Centre comprises a three million ft² mall area.


mcc was launched just before the onset of the global economic downturn, what challenges did this cause? Obviously the economic downturn had a significant impact on funding within the market and cash flow for the supply chain. The impact on MCC was minimal (almost nonexistent) as we have a very strong client in Majid Al Futtaim (MAF) and cash flow has never been a risk or issue. In addition, we have a strong team of designers, cost consultants and project managers.

the project was 100% complete on opening, was this a specific requirement of the client? The mall is fully open to the public and 85% of leased tenancies traded on day one. The project being complete upon opening was one of MAF’s key success criteria and set a new benchmark for shopping mall openings in the MENA region. Of course there were challenges

along the way, but we never planned for a phased opening.

what sustainable aspects have been incorporated into the mall development? MCC will achieve LEED Gold status, which we believe to be a first for a mall in MENA. The team had to work hard to achieve a Gold standard.

In years to come, innovation in technology and a more established- and informed supply chain will make this

far easier to achieve. By then I suspect leading clients like MAF will have raised the bar even higher.

as project manager, what initial steps do you take when taking on a project such as mirdif city centre to ensure a smooth and efficient delivery?Firstly we need to understand the

client’s needs, establish the brief and our client’s key success criteria.

Secondly we develop the time line, critical path and key milestones, and decision-making points.

Thirdly we look at the project risks and establish mechanisms for eliminating them or reducing them to acceptable levels.

Once we have the above in place we establish a design, procurement and delivery strategy for achieving the

above criteria. From then on it’s about employing the right people (consultants, contractors and suppliers).

For all successful projects it’s about knowing what a client wants and needs, having the experience to know how to deliver that and having the right people on board with the right skills and experience to deliver it.

what are your ongoing responsibilities throughout a project? Mace is responsible for the management of the whole process, procurement of consultants and ongoing coordination of the design process. We are also responsible for procuring contractors and suppliers and monitoring delivery progress. We manage the continual elimination and mitigation of risk and provide real-time reporting on time, cost and quality, as well as assisting the

Mirdif City Centre includes a 7000-lot car park, a local road network and a major interchange over a 12-lane transport highway.

Mace Group was project manager for MCC; overseeing process management, procurement of consultants and the design process.The mixed-use development is situated in Mirdif, Dubai.

tALk maCe group

“oftEn projEct manaGErs arE brouGht in too LatE to GEt thE bEst rEsuLts without impactinG on fixEd timEframEs and budGEts”


client in dealing with and facilitating changes in requirements.

what is your relationship with engineers, consultants and clients? We have excellent relationships with all of the consultants appointed for the MCC development, which have been built up over many years. We all co-locate in the same project

office, which helps to achieve the team approach and facilitates easy communication, which is necessary for successful delivery.

Good relationships between parties within the team are key to a project’s success and we work hard to ensure everyone is pulling together in the same direction. Negative conflict needs to be dealt with swiftly.

how has the project manager role changed over the years? Many top clients are now looking for a more hands-on approach from their project manager.

Plus, good qualifications will not suffice; industry experience is key with a wide skill base from planning to cost- and value management, logistic- and construction methodology, and an ability to challenge product and material choices.

Years ago, the project manager could have been a fairly aloof and elusive figure at the face of the project, but now clients are expecting the project manger to be deeply involved in all aspects of the project and leading from the front.

to sum up, what are the key factors for timely and successful project delivery?Firstly, to employ an experienced project manger right at the beginning of a project.

Good project managers with relevant industry experience can add real value to projects in the initial stages. Very often we [project managers] are brought in too late to get the best results without impacting on already fixed or preconceived timeframes and budgets.

Secondly, for those clients that have large portfolios and a number of developments on their books; to ensure they embrace partnerships with consultants as well as the supply chain will — over time — deliver excellent results for a client.

Kennedy: Once announced, a mall-opening date is immovable. We generally consider fixed completion dates as positive pressure.

MIRDIF CITY CENTRE FACTS

Location Mirdif, Dubai, UAE

Scope Three million ft² mall area with 7000 car-parking spaces, a 132kv substation, a nine 11kv substation, a 54Mw cooling plant, a local road network and a major interchange over a 12-lane highway.

Details 430 retail outlets, more than 72 restaurants and cafes, entertainment includes a 10-screen multiplex cinema, Playnation area and Aquaplay.

LEED certification Gold

Work commenced March 2008

Opened 16 March 2010

Gross leasable area 196,000m²

Investment AED three billion

Project manager Mace International

Cost consultant EC Harris

Architect RTKL UK Ltd

Architect of record Hyder Holfords

Structural engineer Mott MacDonald

MEP consultant WSP

Main contractor Al Jaber LEGT Engineering & Contracting LLC (ALEC)

profiLE

Mark Kennedy has 30 years’ experience in the construction industry and has worked in Turkey, Angola and Gabon before joining Mace Group, stationed in the UAE five years ago.

His first task in Dubai was to deliver the Kempinski Hotel at the Mall of the Emirates for client Majid al Futtaim. In January 2007, he was appointed project director for the Majid Al Futtaim Mirdif City Centre development, which was completed last month.

maCe group tALk

TBP

Do you understand what is being requested?The purchaser usually has a picture in their mind about the ideal tenderer. From reading the tender request carefully, build up your own picture — does this describe your company? Look beyond the questions that you are asked to answer and put yourself in the purchaser’s shoes. By focussing on just the questions you will miss many cues in the

document itself.Do your answers to questions

demonstrate your understanding or are they just a collection of individual comments? Have you answered all required sections of the tender document? Are all

components requiring a signature completed (i.e. statutory declaration)? You don’t want to lose a tender by failing to complete the required information outlined.

Don’t ‘over answer’ questions; make sure anything you write — or any documents you append — are relevant and add necessary proof. Pay particular attention to requests for certificates and insurance. Without evidence of the required information it is unlikely that

a provider will be successful.

Tenderlink.com marketing director philip dennett puts himself in the purchaser’s shoes to provide top tender-winning tips bound to result in a successful bid

In the construction industry you don’t start building without a blueprint, detailed specifications and drawings. It would be foolish

to start without such things and it’s the same when it comes to constructing a response to a request for tender.

These 10 questions are those that are top-of-mind for purchasers when they are evaluating tender submissions.

Pretty much all of them are common sense, yet time after time I hear purchasers say that it’s not paying attention to the simple requests that stop a submission from making the shortlist. Before you even start looking at a tender request, you need to have a clear understanding of the marketplace; i.e. how well do you know the purchaser and your competition? The more you know in advance, the easier it will be to pitch your submission and show why you are a better choice than your competitors.

Did you tell me how you propose to tackle the project?

Make sure you go beyond just confirming that you can do the

job and then tell the purchaser how you will go about it (methodology). Show them that you know how to put a project plan together.

Tenderlink.com marketing director Philip Dennett.

your own picture —

miss many cues in the


how to wIn tenDeRs

10 steps to the perfect pitch

document? and insurance. Without evidence of the required information it is unlikely that

a provider will be successful.

propose to tackle the project?Make sure you go beyond just

confirming that you can do the job and then tell the purchaser how

you will go about it (methodology). Show them that you know how to put a project plan together.

What are your capabilities?Show that, as an

organisation, you are capable of delivering

what the client wants.

What is your relevant experience?Don’t just trot

out the same references every time

you respond to a tender. Make sure your references /testimonials / case studies show proof of your ability to be successful in this type of work. Describe what you have learnt from the experience you’ve gained.

Do you propose to utilise sub-contractors or consultants in respect of the work to be undertaken? If so, you should list them, along with comprehensive details of their qualifications and specific experience.

What is your

Don’t just trot out the same

references every time

What resources and skills do you have?What resources and

skills do you have at your disposal and how will

they add value to this project?

What are your capabilities?Show that, as an

organisation, you are capable of delivering

what the client wants.



they add value to this project?this project?this project?

from the experience you’ve gained.



they add value to this project?this project?


how to wIn tenDeRs

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Recent clients and projects include: The RTA Dubai, Dubai Highway BridgesAl Habtoor, Abu Dhabi AirportGamuda Berhad, Sitra Causeway Bridges BahrainPort Authority of Sharjah, The Commercial PortArchirodon, Sheikh Zayed Bridge Abu Dhabi

THEINTELLIGENT CHOICE

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What management systems do you have (safety, quality, environment)? Systems and processes show that you are organised and pay attention to detail. Don’t just throw copies of policies into your submission — explain how each one adds value or is relevant to a specific question. Formal certification is not always required. However, ensure all work processes are documented and provide evidence of regular audits and updates.

Systems and processes show that you are organised and pay attention to detail. Don’t just throw copies of policies into your submission — explain how each one adds value or is relevant to a specific question. Formal certification is not always required. However, ensure all work processes are documented

certification is not always required. However, ensure all work processes are documented and provide evidence of regular audits and updates. What are the credentials

of your senior- management team?People work with

people so make sure you introduce your key staff,

who will be working on the project. Build a customised profile of each person that proves they bring

the right set of skills and experience to the

job. Never just throw in a bunch of CVs!

processes are documented and provide evidence of regular audits

processes are documented

of regular audits What are the credentials of your senior- management team?People work with

people so make sure you introduce your key staff,

who will be working on the project. Build

proves they bring the right set of skills

and experience to the job. Never just throw in a

bunch of CVs!bunch of CVs!

Have you given me references from people I can talk to?Purchasers take written references with a grain of salt.

Give them names and phone numbers to

follow up. Make sure you prime your references on what to say or things you want

them to verify.


Have you given me references Have you given me references from people I can talk to?Purchasers take written references with a grain of salt.

Give them names and phone numbers to

follow up. Make sure you prime your

what to say or

them to verify.

profiLE

Philip Dennett is an accomplished marketer, consultant, trainer and author. He has held senior positions in industry and has more than 15 years’ experience running his own communications company specialising in proposal development and bid management. He has also spent time working in the Middle East.

Throughout his career, Dennett has written and won tenders in construction, advertising, and government consulting.

Dennett’s practical experience is backed up by a postgraduate Diploma in Business Marketing and a Masters Degree in Management.submissioncentral.blogspot.com

how to wIn tenDeRs

...And don’t forget to ask yourself some serious question before you put pen to paper: are you happy to work with the purchaser? How stable are they? What sort of reputation do they have in the industry? Can you work with their key people?

READER’S CORNER

We asked you to send in your tried-and-tested success secrets. McConnell Dowell senior project engineer Mohamed Nabil shares his...

X Projects only succeed with moti-vated teams so ensure everybody is well aware of their tasks and their responsibilities.

X Keep the whole team involved in the tendering process and plan well: initiation, planning, execu-tion, monitoring and controlling, and closing.

X Try to collect sufficient informa-tion about client history and financing for the project.

X If you were previously unsuccess-ful with the same client, study the lessons learned from previ-ous bidders before working on the bid.

X Identify your competitors and study their strategy looking at their previous bids.

X Identify the project scope in full detail, taking into consideration the client’s requirements.

X Plan how all client requirements can be achieved in the most eco-nomical way.

X Keep direct and indirect costs to an absolute minimum. If the company owns equipment; try to decrease depreciation.

X Be sure to negotiate material prices with suppliers.

X Tender review is a very impor-tant process so involve the whole bidding team and management. Consider ideas from all aspects. Documents like tender summary, risk and opportunity, direct- and indirect costing should form part of this review meeting.

X The tender presentation should be as per the client’s exact requirements. It’s important to include an animated bid sum-mary as a Microsoft PowerPoint presentation, for example, high-lighting how you will achieve the client’s goals.

Do you have the financial resources

necessary for this project?

Often you will be asked to include a balance sheet.

If yours doesn’t prove that you have existing financial

resources adequate for the project, explain how you will

source them.

Is your price competitive?The only way to know this is to know your market. Public-sector organisations will often publish the winning tenderer and amount – make sure you find this information out about previous contracts for similar

projects. Ask other customers you work with

for feedback on prices. TBP


Do you have the financial resources

necessary for this project?

Often you will be asked to include a balance sheet.

If yours doesn’t prove that you have existing financial

resources adequate for the project, explain how you will

source them.source them.

Is your price competitive?The only way to know

winning tenderer

about previous contracts for similar

projects. Ask other customers you work with

for feedback on prices.

how to wIn tenDeRs


There are numerous challenges in ensuring good health and safety standards on UAE construction sites, particularly

communicating best practice to the many different nationalities of the region’s workforce.

However, the latest Worker Champions initiative recently launched by not-for-profit organisation Buildsafe UAE breaks down barriers by empowering members of the construction workforce to communicate and monitor standards among their peers, explains Buildsafe UAE assistant project manager Elias McGrath.

“It’s about engaging the workers,” adds Impactt Ltd senior project manager — MENA Jaana Quaintance, who conceived the initial idea for Worker Champions.

Six international contractors operating in the Middle East are currently piloting the Worker Champions initiative; ABM, Al Habtoor Leighton, Murray & Roberts, Al Naboodah, Dutco Balfour Beatty and Six Construct. This involves appointing a committee member, selecting one project for the case study carried out from February to July, 2010, and

appointing a mentor and one worker from four areas; steel fixing, scaffolding, carpentering and masonry — to form the

Worker Champions team. The Worker Champions take on responsibility for disseminating Buildsafe UAE health

“wE’vE had a numbEr of LabourErs cominG to us to ask if thEy can bEcomE a champion”

Six Construct is piloting the initiative at its Abu Dhabi sewage treatment plant development currently under construction.

championing safety

How a Buildsafe UAE initiative currently being piloted by six international contractors in the MIddle East is engaging workers to boost health and safety on construction sites


and safety information among their colleagues, discussing how standards can be improved, regularly feeding operational issues back to management and liaising with Buildsafe to establish how the organisation and industry can work together more effectively.

A number of performance monitors have been developed. These include

generating monthly, project-specific safety statistics, a ‘site safety metre’ audit carried out weekly by the Worker Champions; followed by a team meeting with the mentor. Buildsafe measures group performance at monthly intervals and committee members conduct a monthly site visit and progress review. Furthermore, contractors involved are

required to collaborate to discuss and compare outcomes.

positive response“The initiative has really taken off. The idea was born out of the fact that we have so many nationalities and cultures in the UAE. The workers we invited to become champions already had some

interest in safety and they’re able to communicate well with their fellow workers,” observes Al Habtoor Leighton Group director for QHSE & training Thomas McGuire.

McGuire is the Buildsafe committee member steering Al Habtoor Leighton Group's and Murray & Roberts' involvement in the initiative, which

“thE initiativE invoLvEs workErs idEntifyinG haZards, which is rEaL stEp forward”

casE study: paris sorbonnE univErsity campus

mEEt thE tEam

Location: Al Reem Island Abu Dhabi, UAE Type: University Duration: Two years Stage of construction: Structure complete. Finishing and claddingSize of workforce: 2500 Nationality of workforce: Indian, Pakistani and Bangladeshi

Average monthly man hours delivered: 700,000Biggest health and safety challenges: Working at height, space constraints and ensuring competence of workforceCurrent health, safety and wellness (HSW) performance: Good near-miss reporting system using the ‘don’t walk by’ process.

Name: Dennis BaloghPosition: MentorNationality: British Age: 48 Languages: English Company: Murray & Roberts Designation: HSE manager Years of construction experience: 10 Years of experience in the UAE: One

Name: Kashmir LalPosition: Worker championNationality: IndianAge: 38Languages: Punjabi, Hindi, EnglishCompany: Al Habtoor Leighton Group Designation: Steel fixer Years of construction experience: 14 Years of experience in the UAE: One

Name: Mohd Suzon Kadery Position: Worker championNationality: Bangladeshi Age: 27Languages: Hindi, English, BengaliCompany: Al Habtoor Leighton Group Designation: Carpenter Years of construction experience: 1.5Years of experience in the UAE: 1.5

Name: Meena Gul Position: Worker championNationality: Pakistani Age: 24Languages: Urdu, Pashtoo, Hindi, English Company: Al Habtoor Leighton Group Designation: Labourer Years of construction experience: 17 monthsYears of experience in the UAE: 17 months

Name: Mohd Qasim Position: Worker championNationality: Pakistani Age: 27Languages: Urdu, Punjabi, English Company: Al Habtoor Leighton Group Designation: MasonYears of construction experience: FiveYears of experience in the UAE: Three

McGuire: The champions have been received well by co-workers.

sPecIAL FeAtuRe HealtH anD saFety


HealtH anD saFety sPecIAL FeAtuRe

is being piloted on the Paris Sorbonne University Campus, Al Reem Island in Abu Dhabi.

“The champions are received well by co-workers because the champions are respected as part of the workforce. In fact, we’ve had a number of labourers coming to us to ask if they can become a champion,” adds McGuire.

He says that peer pressure resulting from competition between staff in different areas of the construction site has been a good driver of standards.

Similarly Besix regional HSE manager Lyndon Davies — Buildsafe committee member for Six Construct’s participating project; Abu Dhabi sewage treatment plant in Al Wathba — has witnessed positive results.

“The initiative involves workers identifying hazards, which is real step forward. Many did not realise that we have so many regulations and standards in the UAE and that we must follow those regulations to ensure that we work safely. At first, the other workers were amazed that fellow workers were

Dutco Balfour Beatty is piloting the initiative in Al Barsha, Dubai on the Al Ali multi-complex — Novotel hotel project.

GROUP ACCUMULATIVE PERFORMANCE CHART

60%

55%

60%

66% 65%

55%

40%

45%

40%

34% 35%

45%

0%

10%

20%

30%

40%

50%

60%

70%

PPE Housekeeping Electrical and lighting Scaffolds and ladders Falls and falling object Plant and equipment

Categories

Perc

enta

ges

Average site safety metre score (correct) Average site safety metre score (not correct)

GROUP ACCUMULATIVE PERFORMANCE CHART

61% 60%

68% 69%

78% 79%

39% 40%

32% 31%

22% 21%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

PPE Housekeeping Electrical and lighting Scaffolds and ladders Falls and falling object

Categories

Perc

enta

ges

Average site safety meter score (correct) Average site safety metre score (not correct)

Plant and equipment

pErformancE: top; wEEk onE and bELow; wEEk four


sPecIAL FeAtuRe HealtH anD saFety

Jaana Quaintance came up with the idea for the initative.

carrying out safety inspections and now everyone wants to get involved in carrying out the inspections,” he says.

Champions are rewarded for their efforts with a certificate, as well as invitations to events celebrating progress made. Team incentives come in the form of tickets to the cricket, free lunches, cinema tickets, free metro rides and phone credit among other rewards.

common practiceBoth committee members say they consider the pilot to have already been

so successful that they are looking at eventually making it common practice within their organisations.

“The idea is to try and launch the Worker Champions initiative across the company sometime towards the end of

the year; we just have to ensure that we have the correct resources available,” explains Davies.

McGuire adds that the Workers Champions will remain in the role for as long as they wish to while working for the company; championing safety across various projects they’re involved in.

“We’ll continue the initiative even after the pilot as we’re seeing positive strides. Each of the sites is comparing notes, benchmarking performance and assessing results. When the case study data is available to confirm the success of the initiative, we intend to roll it out across our projects,” reveals McGuire.

In fact, Al Habtoor Leighton Group is already beginning to put in place a training programme for implementing the Worker Champions initiative.

“We hope that the scheme will firmly root in the UAE and spread across all organisations and all construction sites,” says McGuire.

“Workers have a right to operate in a safe environment, but they also have the responsibility to ensure a safe environment,” concludes Quaintance. TBP

“wE hopE that thE schEmE wiLL firmLy root in thE uaE and sprEad across aLL orGanisations and aLL sitEs”

THE 7TH INTERNATIONAL TRADE EXHIBITION

FOR CONSTRUCTION TECHNOLOGY, BUILDING

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12 -15 April Doha Exhibition Centre

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sector in the uae, and offer premium- quality products, while being a leader in sustainable development with a high regard for corporate social responsibility programmes,” said Ceo antoine Duclaux.

emirates Cement Company is a joint venture between Dubai group — a member organisation of Dubai Holding, lafarge building material and the government of Fujairah.

THE 7TH INTERNATIONAL TRADE EXHIBITION

FOR CONSTRUCTION TECHNOLOGY, BUILDING

MATERIALS, EQUIPMENT & ENVIRONMENTAL

TECHNOLOGY IN QATAR

12 -15 April Doha Exhibition Centre

PROJECTQATAR2010 lAst 500 squArE mEtErs !!!

sECurE your 2010 AnD book now

In order to book your space please contact us

tel: +974 4329900 / +974 5517971

E-mail: [email protected]

website: www.ifpqatar.com

Integrity Sponsor: Organised By:

Diamond Sponsor: Gold Sponsor:

“through mapei’s extensive research and product development programme, we have been able to develop this high-technology range of admixtures, which in many cases can assist with the production of higher-quality, higher-performance concrete and can also help to produce ‘greener’ concrete that perfectly suits the region’s demanding climatic conditions,” said business development director — ibs laith Haboubi. He added that the new product line retains typical qualities in terms of flowability, set times and even-surface finish for concrete.

a reduction in uae concrete-production figures has driven building adhesives, sealants and chemical products supplier mapei to launch a new concrete admixture line, according to the company.

the product has been developed specifically to help address technical and efficiency issues in the region’s concrete industry, especially in the uae, where mapei reports a 40% cut in the level of concrete production.

mapei said the admixture also minimises energy usage during mixing, application and finishing, and reduces cement water content, which can lower the company’s carbon footprint.

Suppliers in the spotlightA ROUND-UP OF THE LATEST NEWS AND ANNOUNCEMENTS FROM INDUSTRY SUPPLIERS IN THE MIDDLE EAST

new concrete admixture to boost efficiencyCompany develops product line in response to a 40% cut in concrete production in the UAE

emirates Cement Company has opened its 3.2 million-ton annual-production capacity plant in Fujairah, uae.

portland cement, portland limestone cement and gound granulated blast furnace cement products will be produced at the facility, which has its own quarry and crushers with unloading and handling facilities.

“the company aims to significantly contribute to the building material and construction

middle east suppliers have stressed the importance of secured payment methods when dealing with client requests for longer payback periods.

“a few clients have asked for a longer credit time, and we have accommodated this, but always under secured payment instruments such as a letter of credit or bank guarantee,” said arminox gulf FZCo general manager torben Krebs.

However, mabani steel president muayyad Khudairi said the industry “has survived the financial crisis when it comes to payment terms”, but the company is still careful to implement strict procedures.

“all export sales are paid through confirmed irrevocable letter of credits. local sales are two thirds by letters of credit and one third by post-dated cheques. payments made by post-dated cheques are offered to select customers after a thorough credit check by us,” added Khudairi.

Cement plant opens in Fujairah

Suppliers stress importance of secure payments

The Fujairah plant has its own quarry and crushers with unloading and handling facilities.

A bank guarantee or a letter of credit can be classed as secure.

Mapei business development director — IBS Laith Haboubi.

Accuracy, safety and efficiency of resources on a construction project are considered paramount to contractors and

without using the right tools, equipment, systems and processes the quality, speed and safety will be compromised.

The purpose of IT is to streamline business processes, increase accuracy and efficiency, provide auditable and accurate information as and when is needed, reduce cumbersome and error ridden manual capture(s), collation and analysis and — most importantly — save time and money. Can this be said of the IT solutions you have in place right now? IT solutions are either earning or costing

you money. The construction industry is unique considering the many variables associated with it and it is for this very reason that the IT solution procured and implemented to manage these challenges is best of brand and fit for purpose. The standard accounting data that most systems can provide is not sufficient or relevant enough for effective control of construction projects.

Processes and procedures imposed by companies are often there to compensate for the inadequacies of the software solutions in place. The overhead involved in implementing and complying with these superfluous processes and procedures are costly. If the software is fit for purpose, the best practice processes and procedures should be intrinsic in the software itself.

Considerations when reviewing an IT solution for the construction environment: Be cautious of the ‘we’ll customise it for you’ pitch. If the software fits the purpose, minimal customisation should be required. Don’t be sold on ‘dreamware’. See

the software work and arrange to meet existing users.

Be wary of funding the IT vendor’s research and development costs. No further research and development should be necessary.

Does the IT vendor understand your business intimately?

Get existing user’s impartial opinion about their support and service experience.

Speak to development staff; not just salesman or technicians.

Expect to pay — if a system is worth it and has the credentials to prove it, the savings made and reduction of losses will easily and quickly offset the cost.

trade between brazil and gCC countries increased from us $2.4 billion to $6.3 billion in construction and construction materials, furniture and decoration, auto parts and food and beverage sectors last year, brasil trade 2010 organiser apex-brasil has announced.

stone, ceramic and non-ferrous metal products were among the most common

products imported. the trend was reported ahead of brasil trade 2010, which will take place at the interContinental Dubai Festival City in Dubai from may 9-11.

“brazil's vast natural resources and an immense industrial park, with high-tech centres, enable the country to consistently deliver high-quality and competitively-priced export products all over the world, particularly in the area of construction and food and beverage, which are two very important sectors in the middle east,” asserted organiser apex-brasil president alessandro teixeira.

Framecad, in conjunction with new Zealand trade and enterprise, has launched its fully-contained mobile factory for producing steel frames for construction in the uae.

the Framecad mobile factory is housed in a modified 20ft shopping container and can be operational within 24 hours of delivery.

With its own diesel generator and computer-operated production, the factory manufactures steel frames at 700m per hour.

“one benefit is the manufacturing of pre-engineered structures that can be produced, assembled and maintained by a local labour force, even where skill levels are quite low and there is no reliable infrastructure,” said chairman mark taylor.

Factory in a can launched in Dubai

Trade up between the GCC and Brazil

news suppliers

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USING THE CORRECT TOOL FOR THE JOBCONSTRUCTION COMPUTER SOFTWARE (GULF) LLC (CCS) GENERAL MANAGER IAN HAUPTFLEISCH ON THE BENEFITS OF HAVING THE CORRECT TECHNOLOGY RESOURCES

44 THE BIG PROJECT March 2010

The Framecad Mobile Factory in a an recently launched.

Event organiser Apex-Brasil president Alessandro Teixeira.

CCS (Gulf) LLC general manager Ian Hauptfleisch.

TBP


suPPLIeRs sanitary savings

how do your bathroom fittings reduce water consumption? Kohler’s Nada: Kohler can help operators save money in several aspects from water saving to decreasing maintenance and installation costs. In faucets, specially-designed water-saving aerators help reduce the flow of water to a level (1.5 gallons per minute (GPM)) that can save up to 30% of the total water used per day.

Infra-red faucets help reduce water consumption by empowering the user to get the flow of water when needed only by placing their hand in the range of the photocell to activate the flow.

Toilets have newly-designed flushing mechanisms that have reduced water usage from 3.5 gallons to 1.28 gallons saving up to 22,000 gallons of water per fixture per year (calculated based on 10,000 flushes per year). Water-conserving shower heads and hand showers that have a reduced water flow deliver an impressive 1.75 GPM saving 30% of water consumed by traditional hand showers which is 2.5 GPM.

feeling flush

Don’t throw your money down the drain; The Big Project grills three bathroom solutions suppliers to uncover the best sustainable, cash-saving devices

Finally, Kohler's newest product is the Hybrid battery that lasts up to 30 years.

Grohe’s Halabi: Our self-closing mixers dramatically reduce water consumption; one model has an interruptible function and an adjustable flow-time between five and 45 seconds, which can save up to 50% water when compared to conventional fittings.

The average faucet uses 9-12 litres per minute (LPM) compared to a Grohe ceramic cartridge standard water-saving feature, which uses 2.5-6 LPM.

Similarly with a Grohe dual flushing system, the half flush can be adjusted to consume between three- and 4.5L and the full flush can be adjusted to consume between 4.5- and nine litres.

In a hotel with 300 bedrooms, for example, by using Grohe fittings instead of conventional solutions, an operator could expect to save 22,000 litres per day (LPD) in a guestroom, 5000 LPD in the lobby and 6300 LPD in the hotel's leisure areas; resulting in a 33,500 LPD saving across the hotel.

Duravit ME’s El Kadi: Duravit was among the first, back in the early 1980s, to research and calculate the ideal balance between toilet-bowl geometry and volume of water, resulting in a product that functioned effectively with as little as six litres of water, where as others, in those days, still needed nine to 14 litres. Today, we offer WCs from series such as Starck 3, Duraplus or Vero that can flush hygienically using 4.5 litres of water according to European standard EN997. The dual-flush button also saves water. With its McDry urinal, Duravit was even able to prove that it’s possible to do away with water altogether. A specially-developed, plant-based — and therefore biodegradable — sealing liquid successfully suppresses any unpleasant odours.

The McDry’s siphon is not made from plastic, but, like the urinal itself, from sanitary ceramic and therefore has an unlimited lifespan. Hence the product not only reduces water consumption

Kohler's regional marketing manager Mohamed Nada.

Duravit's Vero toilet can flush hygienically using 4.5L of water.


sanitary savings suPPLIeRs

to zero, it’s also resource-efficient compared to urinals with plastic siphons that need replacing regularly.

Alternatively, the Architec urinal flushes automatically with just one litre and Wondergliss-coated Duravit ceramics and glass make aggressive cleansers unnecessary.

is the low-flow flush likely to lead to more blockages? Grohe’s Halabi: We don’t have data relating to this, but if you experience problems you can increase the flow as the fittings are adjustable.

does kohler’s new flipside shower reduce water consumption?Kohler’s Nada: Flipside is not a water-saving product. Flipside's uniqueness is in its innovative Flipstream technology where the face rotates to four different positions providing the user with different flows; Koverage, Kotton, Komotion and Kurrent.

what are the financial benefits of reducing water consumption in a commercial property? Kohler’s Nada: Commercial properties have to minimise their running costs; water consumption is part of these costs. Reducing the volume of water consumption leads to an overall decrease in costs.

can you reduce water consumption without compromising the perceived luxury of the bathroom experience? Duravit ME’s El Kadi: Design should never be an excuse for lack of function. Every product has to be easy to assemble and of real practical value. This means that any unnecessary water consumption is reduced. Good design is also available for those on a tighter budget. This is why we generally take a step back from products that are pure luxury ‘monuments’.

Grohe’s Halabi: Our hand mixers mix air into the water flow so it still feels luxurious. Also, our products have a built-in flow limiter, which can be adjusted to restrict up to 2.5 LPM.

are developers interested in installing sustainable sanitary solutions even if they do not intend to retain the asset?Kohler’s Nada: Consumer awareness of water-saving products is growing at very high rates especially in an area like the Middle East region where water is a scarce resource.

In the US and Canada, the government has helped consumers install water-saving products by offering

them different kinds of incentives for sustainable operation.

Grohe’s Halabi: You don’t have to pay more to save more. In other words, we have water-saving devices that meet any budget and/or design anyone is looking for. Savings range from 30-67% when compared to conventional fittings.

what are the environmental implications of 'intelligent' cost-effectieve bathroom solutions? Duravit ME’s El Kadi: Consideration of the impact on the environment must be an integral part of production. Over the past years, we have invested millions in technologies that ensure we now use much less water and energy in our production processes. This involves reusing water, reusing energy and utlising waste in energy production.

Duravit's Starck 3 is another water-saving solution.

Grohe's hand mixers mix air into water to enhance the flow.

Grohe's project channel manager Toufic Halabi.

Kohler's latest innovation is its Hybrid battery, which lasts up to 30 years, according to marketing manager Mohamed Nada.


suPPLIeRs sanitary savings

can properties be retrofitted with cost-saving fittings? Kohler’s Nada: Water-saving fittings are like any other traditional fittings. If the property is new then they are installed in the construction phase after the internal works are done to finalise the project from the inside.

However, if the property has already been built and functioning, water-saving fittings can be installed and replace the old pieces.

can you give an example where your products have been implemented and generated considerable savings? Grohe’s Halabi: Grohe installed 20 water-saving faucets in Abou Hamed Al Gazali Mosque in Dubai, in association

with Dubai Electricity and Water Authority (DEWA), with average daily savings in water consumption totalling 26% when comparing water consumption between July and December 2008 and the same period July to December in 2009.

what quality can consumers expect from German manufacturers? Duravit ME’s El Kadi: Services and products developed in Germany are held in high regard all over the world and are often based on know-how that has been built up over centuries. Duravit introduces one or two new ranges every year and is practically unique in helping to diversify the sanitary ceramics market.

Source: Grohe

Duravit ME's branch manager — UAE Toni El Kadi.

Duravit's McDry urinal requires no water to operate.

Kohler FlipSide fitting offers four different flow types.

El Kadi: Design should never be an excuse for lack of function. Solutions must be easy to assemble and practical.

TBP

Once again Abdel Hadi A. Al-Qahtani & Sons Co. proves their capabilities after concluding a package deal

with one of their major clients having a project in Sudan to supply earth-moving equipment for their project.

Mr. Khaled El Shatoury, Managing Director of Al Qahtani Heavy Machinery states that through following & understanding the concept of the train of T’s (Talent,

Technology, Teaming, Training, Target, Technique, Tracking, & Total Quality Management), we are the future in the equipment business.

The deal consisted of 45 Quality Used LIUGONG earth-moving equipment that will be delivered in two batches; the first one is 25 units after one month, while the rest within 3 months.

The concept to win this deal came through tailoring a comprehensive solution that should meet the client’s budget & to achieve a good operational profit.

Another extension to our commitment for the international markets

The deal procedure was not easy at all. Mr. Gamal Mostafa, our Remarketing department manager had to evaluate the cost of the equipment & the cost of the

refurbish with great accuracy based upon the following four To’s;

X To supply the machines with full adherence to our highest standards.

X To provide a six-months warranty on the Quality Used Equipment.

X To offer training for the client’s employees to familiarize them with the equipment operation & maintenance.

X To include a spare parts package to cover preventive maintenance & repair cost for one year.

Mr. Musaab, the project manager in Sudan said “I have been impressed by the unique standards of Al Qahtani Co.’s quality used equipment &

by their professional handling of the project by Al-Qahtani team. They have demonstrated a consultancy & advisory approach for our company as they went into deep details with us, calculated production required within our time frame, sized the equipment including owning & operational costs to fit our working environment to be the best alternative solution for our project’s needs that resulted in achieving a win-to-win package deal. When they gave us the final proposal, I was not in a position to ask for any further requests, I felt that I have got all what I thought of.”

Finally, Mr. El Shatoury highlights that we at Al Qahtani Co. would like to assure to our valued clients having any sort of obstacles or difficulties that we are capable of adjusting their position to achieve a satisfactory profitable situation.

Here again, we have demonstrated our capability & illustrated our willingness to serve our clients everywhere, even in the middle of nowhere.

ADVeRtoRIAL

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Architects

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Specifiers

18 – 21 April 2010Abu Dhabi National Exhibition Centre, UAE

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how It's Done

Located in Business Bay, Dubai, U-Bora Towers comprises a 56-storey office tower and a curved residential building,

rising from 12 storeys at the tower end to 16 storeys at the western end.

It is being developed by Korean company Bando, alongside Abu Dhabi

Commercial Bank (ADCB), architecture firm Aedas and property services company Asteco.

Last month, VSL lifted a 280-ton pre-fabricated, reinforced steel truss comprising beams and pipe bracings into place to form a cut-out square archway in the residence building. VSL heavy lifting manager — Middle East David Gratteau tells us how they did it:

"The conventional method would be to use a crane; build a temporary platform and progressively and slowly assemble the steel members until the completion of the truss. However, there are various problems with this method. Building a temporary platform at height is not easy, it takes time to install and

VSL heavy lifting manager — ME david Gratteau tells us how the company positioned a 280-ton steel truss 51 metres above ground in one smooth operation to form part of U-Bora Towers

Easy lifter

can be costly. Furthermore, the weight of the steel is around 280 tons and the podium below limits the crane access.

"Instead, we used the strand jacking method to lift the steel extrusion. This method allows the load to be picked up at each connection point. The complete truss can be assembled at ground level

and the VSL lifting jacks, situated one floor above the final level of the truss

(in this case, 55 metres up) lift and place the load in one single operation.

"The truss was not bolted to the side buildings, but was sitting on corbels. We lifted the truss with a side offset of 1.8 metres until the final level (plus 10cm), then with push-pull jacks, we slid the lifting strand jacks and truss horizontally by 1.8 metres and then lowered the load onto its definitive supports, progressively transferring it to the permanent structure.

"Heavy lifting is a cost-effective solution and works out cheaper than other conventional methods.

"Assembly at ground level is quicker than at height and results in a higher-quality of construction. This cuts the cost of staffing and reduces rental periods for equipment, such as propping and scaffolding. Furthermore, smaller machines and cranes are required."

"hEavy LiftinG is a cost-EffEctivE soLution that is chEapEr than convEntionaL mEthods"

Steel extrusion design weight: 280 tons Actual weight: 250 tonsFinal level: 51 metresAverage speed of lift: One metre per hourAsymmetrical load: Lifting in four points; two points weighing 40 tons each and two points weighing 85 tons eachLifting equipment: Six units of strand jacks SLU 40, with a capacity of 45 tons eachExamples of other projects the method has been used on: Burj Khalifa, Ski Dubai, Burj Al Arab, Paris-Sorbonne University Abu DhabiUpcoming heavy lifting projects: VSL has carried out post-tensioning in the concrete base of the Sheikh Zayed Bridge and lifted the steel arches, which were delivered in segments by barge. The heaviest weighed 600 tons. Soon it will install the stay cable to support the deck.

about thE Lift

Rather than bolted to side buildings, the truss sat on corbels.

The heavy steel truss was picked up at each connection point.

VSL carried out post-tensioning on Sheikh Zayed Bridge. Progressively the truss was transferred to its resting position.

TBP

Danish-based company, Arminox, has production facilities in Denmark, the UK, the UAE, Bahrain, Australia and the USA.

The company was established half a century ago, at that time making wall ties for the Scandinavian market. Arminox developed new products over the years and particularly products for corrosive environments.

Around 15 years ago Arminox started the manufacturing of stainless steel reinforcement and being the pioneer in this business, Arminox is now the world’s leading supplier of stainless steel reinforcement.

The Arminox Gulf arm was set up six years ago. The Middle East has some of the most severe conditions in the world and acceptable durability of structures is very difficult to obtain if standard building materials are used.

Therefore, the introduction of stainless steel reinforcement into — especially — marine structures, such as bridges, quay walls, piers etc. has made it possible to build these structures with an expected maintenance-free life time of 100 years.

Supplying solutions Apart from just supplying the finished product to contractors, Arminox is also involved at the early stages of the projects, advising architects and consultants about the optimal use of stainless steel reinforcement.

This approach has made Arminox the most succesfull supplier worldwide and in the GCC countries, the reference list includes Sheikh Zayed Bridge in Abu Dhabi, Qasr Al Alam Royal Palace in Oman, Pearl Bridges, Qatar, RTA Bridges in Dubai, Financial Harbour, Bahrain, Sitra Bridges in Bahrain and many more.

Arminox is constantly looking into new alloys to make the use of stainless steel economical to the end user. Lately new grades of stainless steel such as duplex 1.4362 and 1.4482 have been introduced,

which has made the use of stainless steel very attractive.

The company is expecting a rapid increase in the demand for stainless steel reinforcement, and new large project such as Qatar-Baharin Causeway and Subiya Causeway in Kuwait has included stainless steel reinforcement as an option to achieve 120 years lifetime.

Bigger and betterStructures are becoming larger and larger and the investments likewise, the importance of constructing durable structures is becoming ever more important. This means that a lot of emphasis is given to specifying good materials and strict quality-control procedures. This is a great achievement since these issues were not given a lot of attention in the past. We will see future structures of very high quality, which is to everyone’s benefit.

Arminox, being the world’s leading supplier of stainless steel reinforcement, has contact with the world’s leading mills, and therefore is able to obtain very competitive pricing.

In our production facilities, we have ISO 9001 and ISO 14001 approvals as well as UKCARES approval. These quality systems ensure a very efficient production and high quality, adding to our competitiveness.

The company established its production plant in the UAE in 2001. In 2005 a plant was opened in Bahrain and by the end of 2010, a new plant will be inaugurated in Qatar.

Arminox general manager Torben Krebs says that the trend for bigger buildings calls for better performance

BOXOUT: Arminox Gulf FZCOTel: +971 (0)4 887 2777Email: [email protected]: www.arminox.com

Reinforcing value

ADVeRtoRIAL


proJeCt spotligHt tenDeRs

ESTIMATING AND PROJECT CONTROLwww.ccsgulf.com | Tel: +971 4 267 6115 | [email protected]

LouvrE abu dhabiTDIC launches tenders for new Saadiyat Island museum

Groundbreaking on the Louvre Abu Dhabi on Saadiyat Island commenced in May 2009 and German-based

Bauer International has now initiated

the piling works phase, on schedule to be completed in 2013, according to the island’s master developer Tourism Development and Investment Company (TDIC). Up to 5638 piles will be driven

into the ground, including 4298 steel piles and 1340 concrete piles, amounting to 94.2 kilometres in length.

This piling works contract constitutes the second sequential package to be issued for the Louvre Abu Dhabi since its groundbreaking.

The first package of enabling works, also executed by Bauer International, was completed in January after 503,000 metres³ of earth had been excavated to accommodate the base of the museum.

Following the completion of the piling, a sub-structure contractor will be appointed to construct the concrete and waterproofing works up to ground level. The tender for this was sent out in mid-February and the contractor will be appointed in May 2010.

TDIC said the main contractor would be tendered by September 2010 to execute all remaining works which includes the dome and cladding. It was reported that the main contract works were tendered on March 23.

Designed by Jean Nouvel, the Louvre Abu Dhabi is part of the Saadiyat Island Cultural District which will be home to the world’s largest concentration of cultural institutions in the world and will also include the Zayed National Museum and the Guggenheim Abu Dhabi museum.

bahrainProjecT BAhrAIn fInAncIAl hArBoUr - vIllAMAr

value $m 650status Executionupdate Completion is expected by the end of 2011.owner Gulf Holding Company - Bahrain

consultant KEO International Consultants - Bahraincontractor Al Hamad Construction & Development, Bahrain

ProjecT energy Towervalue $m 378

status Designupdate The project is still under design. Construction work is expected to start in

September 2010.owner Bahrain National Oil & Gas Authority (NOGA)

ProjecT dIAr Al MUhArrAq - PhASe 1 - dredgIng & reclAMATIon - STAge 1value $m 203

status Executionupdate 95% of construction work is complete.owner Kuwait Finance House (KFH)

consultant Scott Wilson - Bahraincontractor Great Lakes - Nass JV

ProjecT dIAr Al MUhArrAq - PhASe 1 - dredgIng & reclAMATIon - STAge 2value $m 190

status Executionupdate 45% of reclamation work is complete.owner Kuwait Finance House (KFH)

consultant Scott Wilson - Bahraincontractor Great Lakes - Nass JV

ProjecT IBIS Seef hoTel - BAhrAInvalue $m 180

status Executionupdate Ibis Seef Bahrain is set to open in December 2010.owner Action Hotels Company

consultant Farry Kazerooni Architectscontractor AAA Homes

ProjecT SUKoon Tower In jUffAIr - BAhrAInvalue $m 150

status Executionupdate Arabian Aluminium Company LLC will carry out glass and aluminum cladding

works.owner Tashyeed Properties Company B.S.C. (c)

consultant Syrconsult International - Bahraincontractor Al Ghanah Contracting

Designed by Jean Nouvel, the Louvre Abu Dhabi is part of the Saadiyat Island Cultural District, which also includes the Zayed National Museum.

TBP


tenDeRs


ProjecT ISA Town InTerchAnge UPgrAde - BAhrAInvalue $m 135

status Biddingupdate The contract with Sungwon has been cancelled. 4 contractors have

submitted new bids for the main contract. Award is expected in March 2010.

owner Bahrain Ministry of Worksconsultant Hyder Consulting - Parsons Global Servicescontractor Sungwon

ProjecT KIng hAMAd generAl hoSPITAl - BAhrAInvalue $m 130

status Executionupdate 98.5% of construction work is complete.owner Bahrain Ministry of Works and Housing - Bahrain Ministry Of Health

consultant Australian Hospital Design Group (AHDG) - Ismail Khonji Associatescontractor AA Nass Contracting Company - Burhan International Contracting Company

ProjecT reef ISlAnd (lUlU ISlAnd reSorT) - dIfAAf TowerSvalue $m 120

status Biddingupdate Main contractor will be selected shortly.owner Reef Venture Holding Company

ProjecT erA Tower - BAhrAInvalue $m 115

status Executionupdate Structural work on 46th floor is complete.owner Era Projects

consultant Syrconsult International - Bahraincontractor China State Construction Engineering Corporation

kuwaitProjecT KMoe - SUBIyA Power PlAnT

value $m 3000status Executionupdate The project is expected to be completed in December 2012.owner Kuwait Ministry of Electricity and Water

consultant Parsons Brinckerhoff International - Abu Dhabicontractor Hyundai Heavy Industries - General Electric (GE)

ProjecT Koc fAcIlITIeS UPgrAde & flow lIne rePlAceMenT - groUP Bvalue $m 2000

status Executionupdate Full commissioning is expected by April 2010.owner Kuwait Oil Company (KOC)

contractor Petrofac - SKECProjecT KMoe - Al ZoUr norTh PhASe 2 - Power

value $m 1800status Biddingupdate The project is expected to be completed in June 2012owner Kuwait Ministry of Electricity and Water

consultant Parsons Brinckerhoff International - Abu DhabiProjecT KMoe - Al ZoUr norTh PhASe 1 - Power

value $m 1800status Biddingupdate The main tender has been re-issued and the bid submission is due in April 2010.owner Kuwait Ministry of Electricity and Water

consultant Parsons Brinckerhoff International - KuwaitProjecT KMoe - Al ZoUr Power & deSAlInATIon PhASe 2 - Power

value $m 1700status Executionupdate The project is expected to be completed in December 2012.owner Kuwait Ministry of Energy

consultant Parsons Brinckerhoff International - Kuwaitcontractor National Contracting Company (NCC)

ProjecT KMoe - ShUAIBA norTh - Powervalue $m 1300

status Executionupdate The project is expected to be completed in June 2010.

owner Kuwait Ministry of Energyconsultant Parsons Brinckerhoff International - Kuwaitcontractor Doosan Heavy Industries & Construction (Doosan) - Kuwait

ProjecT BUBIyAn ISlAnd develoPMenT - PhASe 1 - STAge 2 - PorT worKvalue $m 1180

status Biddingupdate Contractors have submitted their bids for the main contract. Award is

expected in April 2010.owner Mega Projects Agency (MPA)

consultant MouchelProjecT Koc - gATherIng cenTer 24 (gc 24) & wATer InjecTIon In SABrIyA

value $m 1000status Executionupdate Partial commissioning will take place in March 2010, while full

commissioning is expected by Q4 2010.owner Kuwait Oil Company (KOC)

consultant AMEC - Kuwaitcontractor SK Engineering & Construction Co. Ltd (SKEC) - Kuwait

ProjecT Koc - gATherIng cenTer 16 (gc 16)value $m 1000

update note and date source: Mr. Ahmed +9663858 8090owner Kuwait Oil Company (KOC)

consultant Fluor - KuwaitProjecT Koc - gATherIng cenTer 16 (gc 16)

value $m 1000status Biddingupdate The EPC contract is still to be awarded.owner Kuwait Oil Company (KOC)

consultant Fluor - KuwaitProjecT Koc - new BooSTer STATIon 132 And BooSTer STATIon 131

value $m 800status Executionupdate SK Engineering & Construction has been awarded the EPC contract.owner Kuwait Oil Company (KOC)

contractor SK Engineering & Construction Co. Ltd (SKEC)ProjecT ShUAIBA PorT exPAnSIon

value $m 500status Studyupdate The development is still in early stages of study. Tender for design

contract has not been issued yet.owner Kuwait Ports Authority (KPA)

ProjecT Koc - ePf - PhASe 2 (rATqA And ABdAlI)value $m 400

status Plannedupdate Project is still in planning.owner Kuwait Oil Company (KOC)

ProjecT Koc - ePf - PhASe 3 (norTh fIeldS)value $m 400

status Biddingupdate Bids evaluation started. Award is expected in June 2010.owner Kuwait Oil Company (KOC)

ProjecT UnITed Tower In ShArq - KUwAITvalue $m 166

status Executionupdate Construction work is in progress and completion is expected in 2011.owner United Towers Holding Company (UTHC)

consultant SSH International Consultantcontractor Ahmadiah Contracting & Trading Company (KCSC)

ProjecT MPA - fAIlAKA ISlAnd cogenerATIon PlAnT - Powervalue $m 150

status Executionupdate The project is expected to be completed in June 2014.owner Kuwait Ministry of Public Works (MPW)

contractor Alstom PowerProjecT Koc - gATherIng cenTre 24

value $m 150status Execution

Mabani Steel was established in April 2006 as an equal partnership between Al Rajhi Holding (one of the

five largest business groups in the GCC) and Raed Al Mashal, a prominent and reputable Saudi businessman.

It was set up in response to the anticipated double-digit annual growth for pre-engineered steel buildings (PEB) in the Middle East. The goal was to establish a PEB company that would become the new benchmark in product quality, code compliance and ethical dealings.

We design, fabricate and erect pre-engineered steel buildings (PEB) and hot

rolled structural steel (HRSS). Our greatest strength is in our ability to design complex steel structures confidently and very economically passing tremendous savings to our customers. Our 30-men strong in-house erection force are the most

professional PEB erectors in the Middle East. We have direct (company staff) sales presence in 17 major cities in the Middle East and Africa and six distributors in other countries worldwide.

Our biggest market is Saudi Arabia, which accounted for up to 31% of 2009 revenue and our biggest product seller is PEBs which accounted for 88% of revenue last year.

Steel Construction in general and PEB in particular are traditional products. Our customers do not expect innovation in the product. They look for scope compliance, code-compliant economic designs, good quality fabrication & paint and strong after sales (post-shipment) service. Our business model offers them all of this.

We sign more than 40 projects per month varying in size from 50 MT (metric tons) to 2,500 MT.

Tapping into marketsIn our first year of operations (2007) exports accounted for 19% of total revenue. In 2009 exports accounted for 52% of total revenue. Mabani Steel will continue to rely on exports for expansion. We are also targeting the oil & gas Industry throughout the region.

Despite the economic downturn that started in the last quarter of 2008, shipment (revenue) during 2009 increased by 36% on 2008 figures. Last year’s profitability was affected due to the steep drop in selling process; but 2009 still recorded a hefty profit.

Keeping competitive There is a tremendous over capacity in the PEB industry throughout the Middle East. The last five years witnessed a doubling of PEB Capacity in this region accompanied

by the emergence of many new start-ups. With the exception of Mabani Steel all of the other start-ups were under-capitalised and ill managed. We do not see a healthy recovery in our industry before 2014 when we expect that supply will equal demand.

However, when we established Mabani Steel we incorporated the latest fabrication technology and the most efficient material handling systems. Our goal was to be the lowest cost producer and we have achieved that.

ADVeRtoRIAL

Mabani Steel president Muayyad Khudairi explains how the company has set benchmarks in product quality, code compliance and ethical dealings, while keeping the cost of pre-engineered steel buildings and hot rolled structural steel low

BOXOUT: Mabani SteelTel: +971 (0)7 244 7464Fax: +971 (0)7 244 7277Email: [email protected]: www.mabanisteel.com

Steel savings

A holder of a BS degree in Civil Engineering from the Massachusetts Institute of Technology, Khudairi started his PEB

career in 1970 as a design engineer with Kirby-USA and transferred to Kirby-Kuwait in 1975, where he held the position of area manager for Iraq and the UAE, engineering manager, Saudi regional manager, director of sales and marketing and GM. In 1990, he joined Zamil Saudi where he held the positions of GM and vice president of the PEB division. In 2002, he held the position of vice president with Mammut, UAE. In 2006 he established Mabani Steel and has held the position of president ever since.

ABOUT MUAYYAD KHUDAIRI


tenDeRs

ProjecT ogc - nIMr SAlAlAh gAS PIPelIne neTworKvalue $m 200

status Executionupdate Final punch-out work is in progress and the plant will be commissioned

by March 2010.owner Oman Gas Company S.A.O.C. (OGC)

contractor Galfar Engineering & Contracting LLCProjecT qArn AlAM Power PlAnT PhASe 3

value $m 150status Biddingupdate The main award is due in March 2010.owner Petroleum Development Oman (PDO)

consultant Mott MacDonald GroupProjecT Pdo - AMAl Power PlAnT 126 Mw

value $m 150status Executionupdate The project is expected to be completed in June 2011.owner Petroleum Development Oman (PDO)

consultant MMC Corporation Berhadcontractor Al Hassan Engineering SAOG

ProjecT rAS Al hAdd AIrPorT - PhASe 3 - PASSengerS TerMInAlvalue $m 125

status Designupdate Tender for the main contract is expected in 2011.owner Oman Ministry of Transport & Communications

consultant Gulf Engineering Consultancy - Pryde Schropp McComb JVProjecT rAS Al hAdd AIrPorT - PhASe 2 - AIrSIde InfrASTrUcTUre

value $m 105status Executionupdate Construction work has not started yet. Phase 2 will take 2 years to

complete.owner Oman Ministry of Transport & Communications

consultant Gulf Engineering Consultancy - Pryde Schropp McComb JVcontractor Galfar Engineering & Contracting LLC

ProjecT dUqM roAd neTworKvalue $m 105

status Executionupdate Construction work is in progress on

the project as per as scheduled.owner Oman Supreme Committee for Town Planning

consultant Conser & Partners Engineering Services LLC - Omancontractor Oman Gulf Company

omanProjecT Pdo - coAl fIred Power PlAnT In rAySUT

value $m 5000status Executionupdate The project is expected to be completed in December 2012.owner Petroleum Development Oman (PDO)

consultant WorleyParsonscontractor ABB Ltd.

ProjecT BArKA IwPP 3 - Power (SohAr)value $m 1000

status Biddingupdate The main award is due in March 2010.owner Oman Power & Water Procurement Company (PWPC)

consultant Electrowatt Engineering OmanProjecT BArKA IwPP 3 - Power (BArKA)

value $m 1000status Biddingupdate The main award is due in March 2010.owner Oman Power & Water Procurement Company (PWPC)

consultant Electrowatt Engineering OmanProjecT The wAve develoPMenT - PhASe 2

value $m 1000status Designupdate The project is in design.owner The Wave

consultant OBM International LimitedProjecT SAlAlAh IwPP - Power

value $m 700status Executionupdate The project is expected

to be completed in March 2012.owner Oman Power & Water Procurement Company (PWPC)

consultant Fichtner and Partner LLCcontractor Shandong Electric Power Construction Corporation

ProjecT ghUBrAh IwPP - deSAlInATIonvalue $m 300

status Designupdate The main tender is expected

to be issued in June 2010.owner Oman Power & Water Procurement Company (PWPC)

consultant British Power InternationalProjecT The wAve develoPMenT - PhASe 2 - KeMPInSKI hoTel

value $m 300status Designupdate Client is preparing the tender for the main contract.owner The Wave

consultant OBM International LimitedProjecT The wAve develoPMenT - PhASe 2 - fAIrMonT hoTel

value $m 300status Designupdate Client is preparing the tender for the main contract.owner The Wave

consultant OBM International Limited

qatarProjecT new dohA PorT - PhASe 1

value $m 4200status Designupdate Bid submission date has been extended to April 18, 2010.owner Higher Committee for the Co-ordination

& Pursuance Executive Councilconsultant WorleyParsons - Doha

ProjecT qP - rAS lAffAn IPPvalue $m 4000

status Executionupdate The project is expected

to be completed in December 2012.owner Qatar Petroleum (QP)

consultant Hajar Trading & Technical Services (KEMA Agent)contractor Iberdrola SA

ProjecT qewc - rAS lAffAn IwPP c - Powervalue $m 2500


to be completed in April 2011.owner Ras Girtas Power Company (RGPC)

consultant Hajar Trading & Technical Services (KEMA Agent)contractor Doosan Heavy Industries & Construction (Doosan)


update Project is on scheduled to be commissioned by November 2010.owner Kuwait Oil Company (KOC)

consultant AMEC - Kuwaitcontractor SK Engineering & Construction Co. Ltd (SKEC) - Kuwait

ProjecT ShAdIdyAh lABoUr hoUSIng ProjecTvalue $m 105

status Executionupdate First Kuwaiti General Trading & Contracting Company is working on

Shadidyah Labour Housing Project. Construction work will complete in 2015.

owner Kuwait Ministry of Public Works (MPW)contractor First Kuwaiti General Trading & Contracting Company


tenDeRs


unitEd arab EmiratEsProjecT enec - nUcleAr Power PlAnT


to be completed in December 2019.owner Emirates Nuclear Energy Corporation (Enec)

consultant CH2M Hillcontractor Kepco - Hyundai - Samsung JV

ProjecT dewA - hydrogen Power And deSAlInATIon PlAnT - rAS hASSyAnvalue $m 3000


to be completed in December 2011owner Dubai Electricity & Water Authority (DEWA)

consultant Sino Global Internationalcontractor Siemens LLC

ProjecT Adco - SAhIl ASAB ShAh (SAS) develoPMenT - ASAB fIeld (PAcKAge A)value $m 2300

status Executionupdate Construction is in progress

to be completed by Q3 2012.owner Abu Dhabi Company for Onshore Oil Operations (ADCO)

consultant Foster Wheeler Energy Limitedcontractor Petrofac International - Sharjah

ProjecT MeSAIeed IPPvalue $m 2300

status Executionupdate The project is expected to be completed in April 2010.owner Qatar General Electricity & Water Corporation (Kahramaa)

consultant Fichtner Consulting Engineers - Abu Dhabicontractor Iberdrola SA

ProjecT qATAr rAIlwAy neTworK - edUcATIon cITy rAIlvalue $m 2000

status Studyupdate Tendering is expected to start in March 2009. Completion is planned in

3 years.owner Qatar Foundation

ProjecT qATAr rAIlwAy neTworK - lUSAIl lIghT rAIlvalue $m 1650

status Designupdate QRDC has completed an initial study. Concept design for the railway

network has been approved.owner Qatar Railways Development Company (QRDC)

consultant Qatar Railways Development Company (QRDC)ProjecT KAhrAMA - Power PlAnT d

value $m 1500status Biddingupdate The main award is due in March 2010.owner Qatar General Electricity

& Water Corporation (Kahramaa)ProjecT qATofIn - rAS lAffAn eThAne crAcKer

value $m 1500status Executionupdate Project is on schedule to be commissioned by April 2010.owner Ras Laffan Ethylene Company

contractor TechnipProjecT qATAlUM ProjecT - Power - coMBIned cycle PlAnT


to be completed in December 2010.owner Qatar Aluminum (Qatalum)

consultant Mott MacDonald - Qatarcontractor Doosan Heavy Industries & Construction (Doosan) - Abu Dhabi

ProjecT lUSAIl reAl eSTATe develoPMenT - PorTA ModA cITy - qATArvalue $m 1400

status Designupdate The development is still in design.owner ADIH - GFH - Qatar Entertainment City JV

consultant Edifice Architects Pvt. Ltd.ProjecT BArwA fInAncIAl dISTrIcT

value $m 1400status Executionupdate BARWA is in negotiations

with QP to sell the development.owner Barwa Real Estate Company

contractor Bouygues Construction - Midmac Contracting - Aljaber Engineering

ProjecT BArwA cITy - PhASe 1value $m 1310

status Executionupdate Phase 1 will be completed in June 2011.owner Barwa Real Estate Company

consultant Maunsell AECOM - Qatarcontractor Bilfinger Berger AG - Qatar

ProjecT qAPco ToTAl - PolyeThylene ProjecTvalue $m 1200

status Executionupdate Project is in pre-commissioning and will be

full commissioned by March 2010.owner Qapco - Total JV

contractor Snamprogetti Italy

ProjecT qATArgAS - PlATeAU MAInTenAnce ProjecT (PMP) - rAS lAffAnvalue $m 1200

status Executionupdate Technip and Chiyoda JV has been awarded the EPC contract.owner Qatar Liquefied Gas Company Ltd. (Qatargas)

consultant Technipcontractor Technip - Chiyoda

ProjecT qAfco 5 - AMMonIA & UreA ferTIlISer exPAnSIonvalue $m 1000

status Executionupdate Commissioning in progress to complete by March 2010.owner Qatar Fertilisers Company (QAFCO)

consultant Uhde - Qatarcontractor Snamprogetti - Hyundai JV

ProjecT BArwA coMMercIAl AvenUevalue $m 972

status Executionupdate Construction work will be completed in June 2012.owner Barwa Real Estate Company

consultant Cansult Maunsellcontractor Hochtief Construction AG

ProjecT PeArl gTl - onShore ProceSSIng PlAnT - ProdUcT worKUPvalue $m 800

status Executionupdate Work in progress and expected to be completed in Q2 2011.owner Pearl GTL

consultant KBR - JGC JVcontractor KBR - JGC - Snamprogetti

ProjecT qP - STrATegIc gAS TrAnSMISSIon neTworKvalue $m 800

status Executionupdate Commissioning is expected by November 2010.owner Qatar Petroleum (QP)

consultant Mott MacDonald - Qatarcontractor Punj Lloyd Ltd - Qatar

ProjecT BArwA cITy - PhASe 2value $m 500

status Designupdate Phase 2 is in design.owner Barwa Real Estate Company

consultant Maunsell AECOM - Qatar


tenDeRs


ProjecT AjMAn coAl fIred Power PlAnTvalue $m 2000

status Executionupdate The project is expected to be completed in March 2012.owner Ajman Government

consultant MMC Corporation BerhadProjecT UnITed SqUAre - ABU dhABI

value $m 2000status Plannedupdate International Capital Trading has announced plans to develop United

Square, a mixed used development in Abu Dhabiowner International Capital Trading (ICT)

ProjecT AdweA - fUjAIrAh IwPP 2 - Powervalue $m 2000

status Executionupdate The project is expected to be completed in June 2010.owner Abu Dhabi Water & Electricity Authority (ADWEA)

consultant Fichtner Consulting Engineers - Abu Dhabicontractor Alstom Power - Sharjah

ProjecT Adco - BAB exPAnSIon - PhASe 2value $m 1500

status Executionupdate Construction expected to start by the end of 2011.owner Abu Dhabi Company for Onshore Oil Operations (ADCO)

consultant Technip - Abu Dhabicontractor SK Engineering & Construction Co. Ltd (SKEC)

ProjecT AdweA - ShUweIhAT IwPP S2 - Powervalue $m 1500

status Executionupdate The project is expected to be completed in March 2012.owner Abu Dhabi Water & Electricity Authority (ADWEA)

consultant Mott MacDonald Groupcontractor Siemens LLC

ProjecT Al-SUwwA ISlAnd develoPMenT clevelAnd clInIc ABU dhABI (ccAd)value $m 1400

status Executionowner Mubadala Development Company

consultant Driver Consult Limited contractor Six Construct - Samsung Corporation JV

ProjecT Adco - SAhIl ASAB ShAh (SAS) - flowlIneS & wellheAdS (PAcKAge B)value $m 1200

status Executionupdate Construction is in progress to be completed by Q4 2012.owner Abu Dhabi Company for Onshore Oil Operations (ADCO)

consultant Foster Wheeler Energy Limitedcontractor CCC - TR JV

ProjecT dewA - jeBel AlI STATIon M PhASe 1 - Powervalue $m 1000

status Executionupdate The project is expected to be completed in June 2010.owner Dubai Electricity & Water Authority (DEWA)

consultant Fichtner Consulting Engineers - Abu Dhabicontractor Doosan Heavy Industries & Construction - Dubai

ProjecT IPIc - fUjAIrAh refInery - STorAge TerMInAl & fUjAIrAh PIPelInevalue $m 1000

status Executionupdate IPIC will start pumping oil through a new

pipeline passing through Hormuz in 2011.owner International Petroleum Investment Company (IPIC)

consultant WorleyParsons - Abu Dhabicontractor China Petroleum Engineering Construction (Group) Corp. (CPECC) - Abu Dhabi

ProjecT BAnIyAS cITy - BAwABAT Al ShArq - PhASe1value $m 815

status Executionupdate Construction work is progressing as per schedule.

owner Bani Yas Investment and Development Company (BID)consultant Maunsell - AECOM contractor Target Engineering Construction Company (L.L.C.)

ProjecT dewA - jeBel AlI STATIon M PhASe 1 - deSAlInATIonvalue $m 800

status Executionupdate The project is expected to be completed in June 2010.owner Dubai Electricity & Water Authority (DEWA)

consultant Fichtner Consulting Engineers - Abu Dhabicontractor Fisia Italimpianti - Dubai

ProjecT AdweA - qIdfA Power & deSAlInATIon PlAnT exPAnSIon PhASe 2 value $m 700

status Executionupdate The project is expected to be completed in March 2010.owner Abu Dhabi Water & Electricity Authority (ADWEA)

consultant Fichtner Consulting Engineers - Abu Dhabicontractor Bemco - Iberdrola JV

ProjecT ABU dhABI cenTrAl MArKeT reconSTrUcTIon - Three TowerSvalue $m 700

status Executionupdate Construction work is 50% complete.owner Aldar Properties PJSC

consultant BDSPcontractor Arabian Construction Company (ACC) - Abu Dhabi

ProjecT MInA SAqr 1 coAl fIred Power PlAnTvalue $m 700


to be completed in December 2011.owner Ras Al Khaimah Investment Authority (RAKIA)

consultant Fichtner GmbHcontractor MMC Corporation Berhad

ProjecT eTIhAd TowerS - ABU dhABIvalue $m 681

status Executionupdate Finishing work in progress.owner H.H. Sheikh Suroor Bin Mohamed Al Nahyan

consultant Cansult Maunsellcontractor Arabian Construction Company (ACC) - Abu Dhabi

ProjecT dUBAI heAlThcAre cITy (dhcc) - MohAMMed BIn rAShId Al-MAKToUMvalue $m 572

status Executionowner Dubai Development & Investment Authority (DDIA)

consultant GHD Global Pty Ltd - DubaiProjecT dewA - jeBel AlI STATIon M PhASe 2


to be completed in June 2010.owner Dubai Electricity & Water Authority (DEWA)

consultant Fichtner Consulting Engineers - Abu Dhabicontractor Doosan Heavy Industries & Construction (Doosan) - Abu Dhabi

ProjecT eMIrATeS AlUMInIUM (eMAl) - Power ISlAndvalue $m 490


to be completed in December 2010.owner Emirates Aluminium Limited (Emal)

consultant SNC Lavalin - Worley Parsons JVcontractor GE Energy - Dubai

ProjecT BUSIneSS BAy develoPMenT - ArTISAn clUSTer develoPMenTvalue $m 489

status Executionupdate Completion might delay due toslow construction work.owner KM Properties


tenDeRs


ProjecT MeydAn cITy - horSe rAcIng cITy - BUSIneSS PArKvalue $m 408

status Executionupdate Work in progress and hand over

is expected to be in Q4 2010.owner Meydan LLC

consultant TAK Groupcontractor Mammut Building Systems

ProjecT AdMA - InTegrATed gAS develoPMenT (Igd) - offShorevalue $m 405

status Executionupdate Work started and is ongoing as planned.owner Abu Dhabi Marine Operating Company (ADMA OPCO)

consultant Fluor Enterprises Inc - Houstoncontractor National Petroleum Construction Company (NPCC)

ProjecT Al yASMIn vIllAge In rAS Al KhAIMAhvalue $m 400

status Executionupdate Finishing work is in progress. Hand over is expected in Q3 2010.owner Bina Real Estate

consultant Consulting Engineering Servicescontractor Jog Union Engineering

ProjecT ABU dhABI InveSTMenT coUncIl & Al hIlAl BAnK heAdqUArTerSvalue $m 354

status Executionupdate Construction work on the project has started.owner Abu Dhabi Investment Council

consultant Aedas - Dubaicontractor Al Futtaim Carillion LLC

ProjecT ZAdco - SATAh fIeld develoPMenTvalue $m 300

status FEEDupdate FEED is in progress.owner Zakum Development Company (Zadco)

consultant Tebodin Middle East Ltd. - Abu DhabiProjecT gASco - ASAB gAS PlAnT exPAnSIon

value $m 300status Biddingupdate The EPC contract is still to be awarded.owner Abu Dhabi Gas Industries Limited (GASCO)

consultant Veco Engineering Abu DhabiProjecT Al ITTIhAd vIllAge - AjMAn

value $m 300status Executionupdate Work on ground floor is ongoing.

Project completion might be delayed.owner Muhammad Nasir Falak & Associates

consultant Adnan Saffarini - Dubaicontractor Al Falak Contracting

ProjecT ScAdIA - ABU dhABI InTernATIonAl AIrPorT - STAndBy Power PlAnTSvalue $m 300

status Executionupdate The project is expected to be completed in December 2010.owner Supervision Committee for the Expansion of

the Abu Dhabi International Airport (SCADIA)consultant Xenesys Inccontractor Alstom Power

ProjecT AqUATIc SPorTS cenTre - dUBAIvalue $m 300

status Executionupdate Completion has been delayed until Q3 2010.owner Dubai Municipality

consultant Arup - Dubaicontractor Binladin Contracting Company

ProjecT TAKreer - rUwAIS SUlPhUr hAndlIng TerMInAl (rShT) PhASe 3 exPAnSIon

value $m 274status Executionupdate Partial commissioning will take place in March 2010, while full commissioning

is expected by Q2 2010.owner Abu Dhabi Oil Refining Company (Takreer)

consultant Washington Group International (WGI)contractor Dodsal Pte Limited

ProjecT cAPITAl cenTre - ABU dhABI nATIonAl exhIBITIon cenTre - MIxed-USe develoPMenT

value $m 271status Executionupdate Construction work is progressing at rate of 1 floor each 11 days.owner Sinogulf Real Estate Investment

contractor Group 3 Engineers Contractors L.L.C.ProjecT PArAllel roAdS ProjecT - PhASe 3B - dUBAI

value $m 259status Executionupdate Finishing work in progress. Hand over expected Q2 2010.owner Dubai Roads & Transport Authority (RTA)

consultant De Leuw Cather - Dubaicontractor Al-Naboodah Contracting - Group Five Middle East

ProjecT ABU dhABI cenTrAl MArKeT reconSTrUcTIon - ShoPPIng MAllvalue $m 188

status Executionupdate Construction work is 50% complete.owner Aldar Properties PJSC

consultant Foster & Partnerscontractor Arabian Construction Company (ACC) - Abu Dhabi

ProjecT Al-rAhA BeAch coMPlex - InfrASTrUcTUrevalue $m 160

status Executionupdate Finishing job is going on Hand over is expected in July 2009.owner Aldar Properties PJSC

consultant Maunsell - AECOM contractor Laing O'Rourke Group - Aldar

ProjecT SArAyA ABU dhABI - InfrASTrUcTUrevalue $m 150

status Executionupdate Infrastructure work is in final stage.owner Sorouh Real EstateCompany

consultant PTW Architectscontractor Orascom Construction Industries (OCI)

ProjecT dUBAI MArInA develoPMenT - groSvenor hoUSe The reSIdencevalue $m 150

status Executionupdate Construction on the 26th floor of the building has started.owner Sheikh Ahmed Bin Saeed Al Maktoum

consultant Arch GroupProjecT regenT eMIrATeS PeArl hoTel & reSorT - MAIn conSTrUcTIon PAcKAge

- ABU dhABIvalue $m 136

status Executionupdate Construction work on the project has started.owner Tourism Development & Investment Company (TDIC) - Atlas Telecommunications

consultant MKV Interior Architectural Designcontractor Arabian Construction Company (ACC)

ProjecT BUSIneSS BAy develoPMenT - eMPIre heIghTSvalue $m 130

status Executionupdate Work on ground floor is in progress.owner GPD Investments Dubai

consultant Mazaya Consulting Engineerscontractor MCC Chenggong Construction Co Ltd



COST MANAGER REF: CON021 LOCATION: Dubai, UAE SALARY: Excellent Salary (tax free), car and housing allowance, plus benefits JOB TYPE: Permanent DESCRIPTION: You will be part of a growing commercial team working on an array of commercial, retail, residential and leisure projects across Dubai. The successful cost manager will be offered excellent career prospects. Skills and experience: A minimum of five years’ cost management or quantity surveying experience gained within a cost consultancy company. A degree level qualification in quantity surveying or relevant subjects would be highly advantageous, as will progression towards RICS status.

PROJECT DIRECTOR REF: V0146 LOCATION: Riyadh, Saudi Arabia SALARY: Excellent tax free and benefits JOB TYPE: Permanent DESCRIPTION:An excellent opportunity for a project director to join one of Saudi Arabia's and the Middle East's top construction main contractors. Project type: Hospital in Riyadh. Skills and experience required: A minimum of 15 years’ experience working within the construction industry, a minimum of five years’ experience at a senior management level. Excellent construction project management experience. BSc/degree in Civil Engineering or any other related construction subject. Experience in the different Design, Civil and Electro Mechanical aspects of construction is a plus.

QUANTITY SURVEYOR REF: CON001 LOCATION: Dubai, UAE SALARY: Excellent salary, car and housing allowance and benefits JOB TYPE: Permanent DESCRIPTION:An excellent opportunity for a quantity surveyor to join a leading international quantity surveying and project management consultancy in Dubai. You will be part of a growing commercial team working on various capital projects across Dubai.Skills and experience: A recognised degree or equivalent in quantity surveying or relevant construction subjects. Three to five years’ quantity surveying experience gained within a cost consultancy company. Experience as a quantity surveyor within large capital projects is preferred. MRICS or CIOB is an advantage, but not essential.

SENIOR QUANTITY SURVEYOR REF: CON023 LOCATION: Abu Dhabi, UAE SALARY: Excellent Salary (tax free), car and housing allowance, plus benefits JOB TYPE: Permanent DESCRIPTION: An excellent opportunity for a senior quantity surveyor to join a leading international quantity surveying and project management consultancy. You will be part of a growing commercial team working on array of new luxurious residential, retail and commercial projects in Abu Dhabi.Skills and experience: A recognised degree or equivalent in quantity surveying or relevant construction subjects. Minimum of five years’ quantity surveying experience gained within a cost consultancy company. Experience as a quantity surveyor in large-scale commercial, residential or retail projects is preferred. MRICS or CIOB is an advantage, however not essential. Experience in a senior or management level would also be an advantage.

PROJECT MANAGER REF: CON039 LOCATION: Dubai, UAE SALARY: Excellent Salary (tax free), car and housing allowance, plus benefits JOB TYPE: Permanent DESCRIPTION:An excellent opportunity for a project manager to join a leading international contractor at their offices in Dubai. You will be part of a growing project management team working on an array of different ambitious projects across Dubai. Excellent career prospects opportunities await the right candidate at this international organisation. Skills and experience: A minimum of five years’ project management experience within a main UK/international building or civil contractor. Excellent communication skills and attention to details. Experience in a large-scale projects is preferred, however not essential. Ideally you should hold a degree, HND or HNC in construction, civil, quantity surveying or any relevant subjects. Overseas experience would be an advantage, however not essential.

CONTACTFor further details on the jobs listed or to find out about other vacancies in the region, please email: [email protected] and quote the reference code. Don't forget to mention where you saw the advert.Jobs supplied by UK-based Alan & Partners recruitment firm.

COMMERCIAL MANAGER REF: CON049 LOCATION: Middle East (Dubai, Abu Dhabi, Ajman, UAE, Saudi Arabia, Qatar, Oman, Bahrain, Kuwait) Salary: Excellent Salary (tax free), car and housing allowance, plus benefits JOB TYPE: Permanent DESCRIPTION:A number of excellent opportunities for experienced commercial managers to join different leading international quantity surveying and project management consultancies in Dubai, Abu Dhabi, Ajman, UAE, Qatar, Saudi Arabia or Oman. You will be part of a growing commercial team working on an array of different types and scales of projects depending on the company and location assigned. Skills and experience: A recognised degree or equivalent in quantity surveying or relevant construction subjects. Substantial professional quantity surveying/commercial management experience gained within a cost consultancy company. Experience as a senior quantity surveyor or in a team-leading role is required. Experience as a quantity surveyor in commercial, residential or retail projects is preferred (not essential). MRICS or CIOB is an advantage, however not essential.

SENIOR QUANTITY SURVEY/COST MANAGER REF: V0155A LOCATION: Saudi Arabia, Jeddah, Riyadh SALARY: Excellent tax free plus benefits JOB TYPE: Permanent DESCRIPTION:Various excellent opportunities for senior quantity surveyors, cost managers, commercial managers and contract administrators to join some of Saudi Arabia's and the Middle East's top construction main contractors and consultants. Current opportunities exist with various construction main contractors and consultants, working in various civil, infrastructure and building projects: roads and bridges, railway, high-rise buildings/towers, mixed use buildings and hotel.Skills and experience: A minimum of 10-15 years’ experience working within the construction industry as a contract administrator, quantity surveyor, cost manager or commercial manager, BSc/degree in quantity surveying or any other related construction subject. Experience in FIDIC standards. Ideally, candidates should have previous experience working in the Middle East/Gulf region (preferably Saudi Arabia). MRICS qualifications are an advantage, however not essential.

OCTOBER 2009

NOVEM

BER 2009

Tel: +971 (0)4 362 5481 Fax: +971 (0)4 362 5394 www.cpi-industry.com

ARCHITECTURE • ENGINEERING • CONSTRUCTION • PMV

ARCHITECTURE • ENGINEERING • CONSTRUCTION

MOBILE MONEYMarwan Al Qamzi reveals the challenges of completing the Middle East’s first monorail.

PROFILEABB chief on the state of the power and automation industry in today’s climate

GOING GREENThe pros and cons of energy production versus energy-efficiency

BANKING ON ITMAG Group CEO on why banks need to start lending sooner rather than later

JULY 2009

August TheBigProject.indd 1 7/28/09 10:11:04 AM

ARCHITECTURE • ENGINEER ING • CONSTRUCT ION • REAL ESTATE

OCTOBER 2009

After an uncertain year, what’s next for

Cityscape?

UNDER THE MICROSCOPE

THE BIG PROJECTPhilippe Chaix, Managing Director of EPAD on Paris’ La Defense district

SUPPLIERHörmann Middle East reveals its plans for the region

FEATURERitchie Bros boss on the construction vehicle market

TBP October.indd 1 9/28/09 3:27 PM

NOVEMBER 2009

ARCHITECTURE • ENGINEER ING • CONSTRUCTION

JANUARY 2010

Market analysis and 10 projects you should know about

QATAR UPDATE

Shopping tips from trade experts in the Middle East

BUYERS’ GUIDE TO STEEL

How construction of the world’s tallest building has paved the way for future mega-projects

OTHERS: ABU DHABI INVESTMENT PAINT SUPPLIERS BUILDING CODES

PUBLICATION LICENSED BY IMPZ

New Year S p e c i a l Pull-out 2010 calendar inside

ARCHITECTURE • ENGINEER ING • CONSTRUCT ION • REAL ESTATE

NOVEMBER 2009

SINK OR SWIM?Septech boss, David Heffernan on

survival in the water industry

SOFTWARE SOLUTIONSCCS’s General Manager on the

benefits of construction software

GULF STATES REPORTRLB’s construction analysis on

the UAE, Bahrain and Kuwait

BAHRAIN BOOM?

TBP November.indd 1 10/29/09 1:11 PM

TO ADVERTISEPlease contact: Liam Williams Sales director Mobile: +971 (0)55 310 9256 Email: [email protected]

Alex BendiouisGroup advertising managerMobile: +971 (0)50 458 9204 Email: [email protected]

OVERVIEWThe Big Project delves into the trends affecting construction, engineering, architecture and light and heavy equipment in the Middle East and international markets. The monthly publication is a platform for bringing together key decision makers at senior management level to identify, discuss, debate and resolve matters at the forefront of the industry. The Big Project regularly hosts and reports on The Big Debate — a roundtable discussion attended by important industry players tackling the topics that lead the news agenda and best practice. Furthermore, the magazine uncovers the latest projects, forecasts opportunities, identifies upcoming markets and provides expert industry analysis and statistics for the region. And that’s in addition to the magazine’s monthly tenders, country focuses, special articles on sustainability, a recruitment and training section, guides to the latest products, technologies and events, and much more.

INHOUSE AD TBP.indd 53 2/4/10 11:16 AMTBP_APRIL ISSUE_2010.indd 66 4/5/10 4:49 PM

Visit us and register at www.wastesummit.comor call Sam Patel at + 971 (0) 2 406 4561

Supported by

18 - 20 May 2010 | Dubai Airport Expo Centre

Under the patronage of H.H. Sheikh Hamdan Bin Rashed Al Maktoum Deputy Ruler of Dubai, Minister of Finance and Industry and Chairman of Dubai Municipality

On a typical construction site, 75% of the waste generated can be re-used and recycled

...view other facts at www.wastesummit.com

Organised by

The Big Project readers save US$ 200The Middle East Waste Summit invites you to join municipalities, waste experts, environmentalists, building developers, consultants and investors in the 2010 event in Dubai. You are eligible to register for the 3-day Summit, from 18 – 20 May 2010, at a discount.

Simply visit www.wastesummit.com/register and follow these steps to save US$ 200 on the conference rate:

1. Click to register as a conference and exhibition attendee

2. Enter this discount code: BP2010

3. Continue the registration process

Your registration will include entry into the VIP opening ceremony, all conference sessions and roundtable debates, the delegate luncheon area and the international exhibition.

DIARY

SAVE theDATE Plan the next three monthswith our handy Middle Eastconstruction events diary

INTERNATIONALBauma 2010April 19-25The 29th international trade fair for construction machinery, building material machines, mining machines, construction vehicles and equipment spans more than half a million square metres at the new Munich Trade Fair Centre.

Organiser Messe München GmbH says no other industry event features a wider range of products and services or attracts a larger international audience.

The show will be open daily from Monday through to Sunday and is supported by the Construction Equipment and Building Material Machinery Association and the Mining Equipment Association in the German Engineering Federation (VDMA), as well as the Frankfurt/Main Committee for European Construction Equipment (CECE).Web: www.bauma.de

April 11-14Bridges Middle East – Qatar 2010The Ritz-Carlton DohaQatar

April 11-14Saudi International Windows, Doors, Shutters and Solar Protection Exhibition Riyadh Exhibition Centre Saudi Arabia

April 12-15Project Qatar 2010Doha Exhibition Centre Qatar

April 13-15Dubai International Woods and Woods Products ShowDubai Airport Expo

April 15-19Middle East Climatech and Watex 2010Damascus Syria

April 18-21 Cityscape Abu DubaiAbu Dhabi National Exhibition Centre UAE

April 18-21 CityBuild Abu Dhabi Abu Dhabi National Exhibition Centre UAE

May 3-6Jordan Furniture and Interiors Expo Amman Jordan

May 4-6GulfBID Bahrain International Exhibition Centre Bahrain

May 5Green Building Forum (part of gulfBID)Bahrain International Exhibition Centre Bahrain


May 16-20Libya Build Tripoli Libya

May 18-20 Middle East Waste Summit Dubai Airport Expo CentreUAE

May 18-20Facilities Management Expo Dubai International Convention and Exhibition CentreUAE

May 23-26 Saudi AirCon 2010 and ConBuildRiyadh International Exhibition Centre Saudi Arabia

May 24-26 Arabian Construction Week 2010Abu Dhabi National Exhibition Centre UAE

May 24-27Bridges India 2010New DelhiIndia

June 1-4 Project Lebanon Forum de Beyrouth BeirutLebanon

June 7-9Cityscape Jeddah Jeddah Centre for Forums and Events Saudi Arabia

July 5-8IranConmin Tehran Permanent FairgroundIran

70 THE BIG PROJECT April 201070 THE BIG PROJECT April 2010

PICTURE OF THE MONTHOF THE

teA BReAk

So it turns out the World’s tallest building, Burj Khalifa, doesn’t necessarily offer the best view.

Having received and examined detailed drawings of the Burj Khalifa submitted by Emaar, the Council on Tall Buildings and Urban Habitat has confirmed that the 124th-floor observation deck ‘At the Top’ is not the world’s highest viewing point.

Situated 452.1 metres up, the height of the deck is surpassed by that of the Shanghai World Financial Centre at 474 metres.

>>smaLL taLk<<

not quite At the Top

The Abu dhabi Investment Authority headquarters was one of millions of buildings worldwide plunged into darkness on Saturday March 27 for earth hour 2010; a global sustainable movement organised by the world wildlife foundation (wwf).

earth hour

•Environmentallysoundinit’smanufacturing,usageandeventualdisposal

•TotallyfreefromCFCandHCFC

•66%recyclingglasscontent

PITTSBURGHCORNINGEurope(RepMiddleEast) Arenco Tower, Media City, P.O. Box 213345, Dubai, UAETEl +971 (0)4 434 7140 Fax +971 (0)4 432 7109 EMaIl [email protected] WEB www.foamglas.ae

FOAMGLAS®FOAMGLAS® FOAMGLAS®

Ref: Abu Dhabi Officer’s Club (pictured under construction)

Ref: BMW factory, Regensburg Germany

FOAMGLAS®

Ref (also main image): Islamic Museum of Modern Art, Doha

Roof InsulatIon foR factoRytHERMal InsulatIon foR Roof gaRdEn

tHERMal InsulatIon wItH sEaM Roof fInIsH

Roof InsulatIon foR tERRacE

Ref: Social Service Department, Stuttgart, Germany

Thermal insulation systems for the entire building envelope

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