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POWER HOUR 2021 THE DEFINITIVE GUIDE TO THE REGION'S CONSTRUCTION PROFESSIONALS JUNE 2021 | CBNME.COM WE BRING YOU THE 7TH EDITION OF THE POWER HOUR IN RECOGNIZING THE TOP PLAYERS IN CONSTRUCTION, REAL ESTATE, CONSULTANTS, SUBCONTRACTORS, FACILITIES MANAGEMENT INDUSTRY, AND MUCH MORE
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 1 POWER HOUR 2021 8 SUSTAINABLE SUSTAINABLE FUTURE In Conversation with Yousif Ahmed Al-Mutawa, Chief Executive Officer of Sharjah Sustainable City 12 LEGAL MASAAR PROJECT Arada awards first contracts for Masaar as work on AED8bn upscale forested community in Sharjah kicks off 14 INTERVIEW STRAIGHT TO THE POINT In conversation with Patrick Fallon, Deputy CEO at Byrne Rental 66 TALKING POINT SUSTAINABILITY THINKING LONG-TERM Sustainability is an essential design philosophy that influences the construction sphere within the Middle East 68 OP-ED BRINGING RENEWABLES INTO THE MAINSTREAM CLAUDIA KONIECZNA Exhibition Director, Middle East Energy The Middle East’s market leading position in the renewable and clean energy sector 70 INTERVIEW NEXT EVOLUTION IN CONSTRUCTION In conversation with Richard Humphrey, Vice President, Construction, Bentley Systems 76 MACHINERY LIFTING TO NEW HEIGHTS Bobcat Launches New Generation of Telehandlers 70 12 We bring you the 7th edition of the POWER HOUR in recognizing the top players in construction, real estate, consultants, subcontractors, facilities management industry, and much more. The cover discusses the 60 most sought-after companies, looking at their stories and influences in neighboring sectors. Ranked based on the company’s overall performance, project delivery, and revenue, it gives our readers a chance to gain insight into these companies. 16 IN THIS ISSUE CBNME
4 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM EDITOR’S NOTE CBNME CEO Wissam Younane wissam@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net GROUP PUBLISHING DIRECTOR Joaquim D'Costa jo@bncpublishing.net +971 50 440 2706 BUSINESS DEVELOPMENT DIRECTOR Rabih Naderi rabih.naderi@bncpublishing.net +966 50 328 9818 EDITOR Kasun Illankoon kasun@bncpublishing.net ASSISTANT EDITOR Jochebed Menon EDITORIAL DESIGN Christian Harb MARKETING EXECUTIVE Aaron Joshua Sinanbam aj@bncpublishing.net PHOTOGRAPHER Alexander Bungas T here are two kinds of construction projects: those that run smoothly and those that do not. A myriad of elements contributes to a smooth project, not the least of which is your relationship with the clients. A positive contractor/ client relationship is one where communication remains consistent, and organization and planning are a top priority. In addition to making for a more fluid design and build process, your client relationships are also integral to your company's brand. Positive relationships paired with a successful build-out yield invaluable word-of-mouth referrals, not to mention positive online and industry reviews, all of which add up to more jobs. If you review the most successful projects you've worked on, the ones in which you enjoyed the relationship and/or mutual respect of the client, you'll see there were three factors that served as the foundation of the relationship. The more connected the clients feel to your process, the more connected they will feel to your company, making it easier to weather any unanticipated storms together and with a modicum of conflict or tension. CONTRACTOR - CLIENT RELATIONSHIP Keep up to date with all the latest news, features and much more on our website and social media platforms CBNME.COM Kasun Illankoon Deputy Editor kasun@bncpublishing.net SUBSCRIBE subscriptions@bncpublishing.net For all commercial enquiries, contact sales@bncpublishing.net T +971 50 440 2706 All rights reserved © 2021. Opinions expressed are solely those of the contributors. Construction Business News ME and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Construction Business News ME. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Images used in Construction Business News ME are credited when necessary. Attributed use of copyrighted images with permission. All images not credited courtesy Shutterstock. Printed by UPP PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 CBNME @CBNME CONSTRUCTION BUSINESS NEWS ME
8 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM SUSTAINABLE CBNME Tell us what are Sharjah Sustainable City goals and objectives for 2021? Sharjah Sustainable City is an AED 2 billion project in Sharjah’s Al Rahmaniya Area, spread out over a total plot size of 7.2 million sq.ft. of land. The city is a joint venture between Sharjah Investment and Development Authority (Shurooq) and Diamond Developers to meet the highest sustainability standards and lead the global movement towards sustainable living. In 2021 we are looking to build on the successful launch of the project and continue to bring to life our vision of a fully integrated, net zero energy (NZE), and vibrant community offering a unique and sustainable lifestyle. We are nearing completion of Phase I and looking to handover the first units before the end of the year and aiming to bring Phase II to the market before the year end. Tell us about the latest projects that Sharjah Sustainable City have delivered and are there any other upcoming projects in the pipeline? We are currently focused on delivering Phase I of Sharjah Sustainable City, which is due to be handed over later this year. We have already sold over 60% of the first phase and completed over 70% of its construction, which puts us in good stead to launch Phase II soon, so we have an exciting period ahead. Our show homes are already available for viewing, and a brand-new sales centre opened its doors in April, equipped with the latest in digital technology to enhance customer experience and showcase model houses, master plans, mood boards, and brochures effectively in a realistic 3D format. With regards to other projects delivered, Diamond Developers is also responsible for The Sustainable City in Dubai, while Shurooq is the driving force behind the transformation of Sharjah, responsible for leisure and entertainment destinations such as Al Qasba, Al Majaz Waterfront, Al Noor Island, The Flag Island, Heart of Sharjah, Mleiha Archaeological & Ecotourism Project, Khorfakkan Beach, Maraya Art Centre and 1971-Design Space, and hospitality offerings including The Chedi Al Bait, Sharjah and all three Sharjah Collection properties – Al Badayer Retreat, Al Faya Retreat and Kingfisher Retreat. YOUSIF AHMED AL-MUTAWA CHIEF EXECUTIVE OFFICER OF SHARJAH SUSTAINABLE CITY SUSTAINABLE FUTURE “OUR SHOW HOMES ARE ALREADY AVAILABLE FOR VIEWING, AND A BRAND- NEW SALES CENTRE OPENED ITS DOORS IN APRIL, EQUIPPED WITH THE LATEST IN DIGITAL TECHNOLOGY TO ENHANCE CUSTOMER EXPERIENCE AND SHOWCASE MODEL HOUSES, MASTER PLANS, MOOD BOARDS, AND BROCHURES EFFECTIVELY IN A REALISTIC 3D FORMAT.” In conversation with
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 9 SUSTAINABLE FUTURE | YOUSIF AHMED AL-MUTAWA, CEO, SHARJAH SUSTAINABLE CITY What are some of the future trends you see when it comes to sustainable construction or projects? I believe we are reaching a tipping point in the drive to incorporate ESG into the global economy. It’s been a long time coming, but governments and industries around the world are starting to realise that the economic harm caused by climate change and pollution, from severe storms, droughts, wildfires, respiratory problems in populations, and so on, far outweighs the costs of shifting to more sustainable business practices. Like electric cars are going to become the industry standard by the end of this decade, I believe sustainable property development will also become prevalent, and projects like Sharjah Sustainable City will be ahead of the curve. Rather than having to retrofit properties, houses that come as standard with solar PVC and energy-saving technology and design will be the most sought-after by homebuyers. Many developments are only concerned with the sustainability elements of the finished project, however there is of course a carbon footprint to the actual building process as well. We are building Sharjah Sustainable City with the highest standards of sustainable products and materials, following the footsteps of The Sustainable City in Dubai but with the latest best practices. For example, our building envelope uses Precast Wall Panels, reducing construction waste volume compared to cast-in-situ, and lowers the total Embodied Carbon. Also, the villa orientation avoids the sun and maximizes shading, while most south- facing facades are closed to reduce heat gains. Projects like Sharjah Sustainable City will act as pioneers for the industry to showcase how you can build sustainably without compromising on lifestyle. A sustainable city improves the environment, ensures rich biodiversity, reduces air pollution, helps water storage, dampens noise and helps cooling down in warm periods. All real estate developments can benefit from these best practices even if they are not fully sustainable, as they can still have sustainable elements within them. It is also worth noting that the increasing economies of scale in the technologies and materials involved in sustainability makes that transition into implementation even more attractive. >>>
10 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM CBNME SUSTAINABLE How has Sharjah Sustainable City differentiated itself from others? The project has been designed with the aim of reducing the carbon footprint in Sharjah and will be fully powered by renewable energy that is produced by solar panels, while recycling water and waste. Most of the agricultural products will be grown in it using modern technology such as vertical farming in greenhouses, helping to create a self- sustainable community, while generating savings of up to 50% on utility and energy bills. There will also be an extensive network of walking and cycling paths to promote an active lifestyle and clean mobility, thereby reducing emissions. This includes 11.8 kms of rubberized jogging tracks, 1.6 km cycling tracks, 8.4 kms of pedestrian sikkas. The city features electric mobility solutions, including charging stations for electric vehicles and a distance of 2.4 kms dedicated to electric autonomous vehicles, and aims to improve the quality of life for its residents without compromising the requirements of future generations, as well as providing opportunities for research on how residential communities can reduce carbon emissions. Even waste is utilized in order to create a circular economy. A biogas plant treats organic waste (food waste, green waste, and sludge) and converts a waste problem into a resource (electricity and/ or thermal energy). Residues from the biogas plant will be dried and used as fertilizer for landscaping, while a Sewage Treatment Plant (STP) to treat wastewater will produce Treated Sewage Effluent (TSE) for landscape irrigation, achieving 100% water recycling, and avoiding emissions associated with tankers. Can you give us a market overview of the real estate industry in the UAE and what are the positive signs you see heading into 2022? Over the past few years, we have seen a big shift in demand from central, urban city projects such as high-rise apartment complexes to suburban lifestyle destination developments like Sharjah Sustainable City, as both local and expatriate families are looking to take advantage of attractive prices in the UAE property market to invest in a home or investment property. Surprisingly, COVID-19 only accelerated this shift, as those whose financial stability wasn’t badly affected by the pandemic have taken the opportunity to change their living environment and move from densely- populated areas to more spacious areas with villas and gardens. We think this was driven by a desire to protect the health of their families by moving to less crowded areas, as well as a demand for homes with gardens, parks and leisure spaces where people can spend time with family during periods of lockdown and social distancing. Our flexible payment plans capitalised on these market trends to improve the attractiveness of Sharjah Sustainable City as a property investment by making it more accessible to buyers. This year has been an unprecedented year for the world due to COVID-19. Can you tell us how Sharjah Sustainable City has come out stronger from the pandemic? The main challenge we faced with regards to COVID-19 was protecting the health of our workforce, our contractors, and subcontractors. We had some delays while our SHEQ teams established COVID-19 management plans, putting in place health protocols and social distancing measures on site and on transportation. We also had to implement strict cleaning and disinfection schedules to reduce the risks of infection across all our sites, facilities, and offices. However, with the quick and effective work of our SHEQ teams, we managed to keep things on track with very little impact to the health of our employees or disruption to our schedules. On the supply side, there were not too many issues, as we have a good relationship with our suppliers, so we didn’t face major delays in securing the materials required to keep the project on track. These challenges were of course not unique to us, as the real estate sector across the world has been hit hard, and we are delighted that we are now back on track and pushing ahead. “OVER THE PAST FEW YEARS, WE HAVE SEEN A BIG SHIFT IN DEMAND FROM CENTRAL, URBAN CITY PROJECTS SUCH AS HIGH-RISE APARTMENT COMPLEXES TO SUBURBAN LIFESTYLE DESTINATION DEVELOPMENTS LIKE SHARJAH SUSTAINABLE CITY, AS BOTH LOCAL AND EXPATRIATE FAMILIES ARE LOOKING TO TAKE ADVANTAGE OF ATTRACTIVE PRICES IN THE UAE PROPERTY MARKET TO INVEST IN A HOME OR INVESTMENT PROPERTY.”
12 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM PROJECT CBNME A rada has awarded the first two contracts for Masaar, the 19 million square foot mega community based in the Suyoh district of Sharjah. The AED8bn project was launched in January this year featuring 4,000 villa and townhouses set in eight gated communities, all located in a forested and nature-filled master plan. The contract for infrastructure design and supervision consultancy services at Masaar was awarded to US engineering consultancy Parsons Overseas Limited, which will oversee all aspects of infrastructure delivery for the project, including roads, water, power and drainage, ensuring full integration with the overall master plan. The contract to build the Masaar Experience Centre has been awarded to contracting company ASGC Construction LLC. Construction will begin immediately and is scheduled to be completed in six months. As part of the same contract, Masaar’s first property, a five-bedroom show villa in the Sendian district of the community, will also be built and completed by the end of 2021. Arada awards first contracts for Masaar as work on AED8bn upscale forested community in Sharjah kicks off MASAAR PROJECT
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 13 MASAAR PROJECT | ARADA AWARDS FIRST CONTRACTS FOR MASAAR HE Sheikh Sultan bin Ahmed Al Qasimi, Chairman of Arada, said: “This is a land- mark moment in our journey at Masaar, a project that has been designed to set a new standard of living, not just for Sharjah but for residential communities throughout the region. We have witnessed strong de- mand for properties within the first phase of Masaar, in line with the robust perfor- mance of Sharjah’s real estate sector dur- ing the first five months of this year.” Lying at the heart of the master plan, the Masaar Experience Centre will provide visitors and future residents with a glimpse of what life in the community will be like when it is complete. Its minimal design language reflects the architecture of Masaar while the transparency of the façade creates a dialogue between the interior spaces and the lush green landscape that embraces the building. Masaar, or ‘path’ in Arabic, has been carefully designed to enable its residents to transform their lives by encouraging healthy living in harmony with nature. Featuring over 50,000 trees, Masaar’s signature feature is a lushly landscaped and walkable ‘green spine’ that will be activated by footpaths, cycle tracks, passive zones and a range of different sporting facilities. Sales for the 445 homes in the first district of Masaar, Sendian, began in January, and Arada remains on schedule to launch the second phase of sales by the end of this year. Ranging in size from two-bedroom townhouses to five-bedroom Sendian Park Villas, every unit has smart home features as standard and all are located close to the leisure and entertainment zone in the heart of Masaar. The first homes in Sendian are scheduled to be completed in the first quarter of 2023. Masaar is ideally located in the up-and-coming Suyoh district, close to Tilal City, the Sharjah Mosque and Arada’s first project, Nasma Residences. The community has easy access to Emirates Road and Mleiha Road, and is 15 minutes’ drive from Sharjah International Airport, and 20 minutes’ drive from Dubai International Airport. The location offers a convenient and traffic-free commute from Sharjah to Dubai or the Northern Emirates. Masaar is ideally located in the up-and- coming Suyoh district, close to Tilal City, the Sharjah Mosque and Arada’s first project, Nasma Residences. The community has easy access to Emirates Road and Mleiha Road, and is 15 minutes’ drive from Sharjah International Airport, and 20 minutes’ drive from Dubai International Airport.
14 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM INTERVIEW CBNME Goals and objectives for 2021 At Byrne, we believe that 2021 will continue to be a year which will allow us to emerge from Covid-19 and be able to return to some sort of normal. The market remains strong, albeit competi- tive. We have been through downturns before, probably never on a scale like this, but we also believe that with every downturn there’s an upturn and we are going to emerge stronger. As times like this tend to push you towards reviewing your processes, operational efficiency comes into play. Also, it sharpens your focus on the most likely areas of new business potential. Here in the Middle East, the rental industry is by international standards quite immature. It is getting stronger and becoming more in demand all the time, with more players coming into the market. There’s a bright future for it however, there is work to do in terms of bringing into being a model that can penetrate more widely into different industries. Operating and maintaining their busi- ness during the height of the Covid-19 pandemic in 2020 By implementing best practices across all geographies where we operate, we ensured our health and safety teams worked round the clock with our staff of 1,500-plus people, both in the field and across the depot network, to quickly educate them on the Covid-19 protocols and ensure that we had appropriate PPE in place to ensure their safety. We did not make any redundancies, instead, we adapted very quickly to the situation across most operations. We took people who were typically operat- ing in the events and O&G sectors, and we quickly deployed them to support governments and health services across the region to rapidly set up quarantine centers to fight the pandemic. We did this most notably in the UAE and Saudi Arabia and to a lesser extent in Oman. To successfully shift from O&G and events to meet a demand driven by a pandemic we feel is a testament to the agility of the company, its capabilities and its people. Market overview in the UAE and the Middle East and identifying key trends The growing trend and awareness of sustainability in business is a positive sign for Byrne. Many companies as an example in the O&G sector, are taking various initiatives towards sustainable growth and to support the country’s economy. For instance, in February 2020, Dubai and Abu Dhabi announced to jointly develop a gas reservoir Jebel Ali Project, aimed to bring ADNOC and Dubai Supply Authority together. These infrastructural developments are making the UAE O&G industry more attractive for the foreign investors. For instance, Italy’s O&G giant Eni and OMV, an Australian O&G company, are investing USD 5.8 billion in AD- NOC’s refinery unit for 35% share. Deputy CEO at Byrne Rental Patrick Fallon In conversation with STRAIGHT TO THE POINT Patrick Fallon, Deputy CEO, Byrne Rental
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 15 STRAIGHT TO THE POINT | PATRICK FALLON, DEPUTY CEO, BYRNE RENTAL Moreover, the government of UAE is focusing on developing sour gas resources to fulfill the increasing domestic demand. These developments amongst others are driving the infra- structural development in the UAE, hence, driving demand for construction equipment in O&G projects. Also pertaining to sustain- ability, is another trend pro- jected for 2021 that bodes well for us as a company - the increased interest in used and rented equipment. Construc- tion firms will continue to consider renting equipment or buying used merchandise instead of buying new equip- ment, as renting instead of buying enables companies to keep up with latest equipment and technological advance- ments at lower prices. Rented equipment, in particular, ena- bles construction businesses to see if different machines deliver the expected payoffs. If they do, representatives can make decisions later about whether to purchase them. Similarly, used equipment is often made available with the latest software updates and kept in good condition, mak- ing the not-quite-new options appealing to firms that want to stay competitive while saving money. Customer Satisfaction Our approach to business most notably when it comes to adding new products, has always been driven by our customers and the needs our customers come up with. That is not to suggest that it is done more by accident than by de- sign and good judgement, but it does mean that as markets change and new standards are implemented, that then drives us to take action. Main Challenges The main challenges we have faced have been offsetting the negative effects of the pan- demic and the ripple effect of this is on-going and while we see it is improving, we expect it to continue for the near future. For example, the slow- down or the postponement of planned shutdowns that would typically happen in the O&G sector, which represent a huge market for us. In addi- tion, companies made changes to their production capacities and activities, again key areas where we would be a sup- plier of products and services. An additional challenge was sustaining our events division. The events industry was deci- mated by Covid-19. We have been a leading sup- plier in that space for many years. 2020 had promised to be a huge year, not just here in the UAE where the events industry is well matured, but also in Saudi Arabia for exam- ple, where new mega-events were planned. A certain resil- ience has been maintained, but obviously the events side of things has had to take a back- seat because it just has not been possible to hold events and that’s unlikely to change until we have large scale vac- cinations. We also faced a scenario where in a pandemic situation people get into the process of tightening spending and preserving cash. This pres- ervation of cash means that we end up trying to manage credit arrangements with our clients. Thankfully, we have maintained very open commu- nication with clients and part- ners and I think we’ve come through that. There is how- ever, a residue of uncertainty because of the pandemic which every business must work to overcome. “2020 HAD PROMISED TO BE A HUGE YEAR, NOT JUST HERE IN THE UAE WHERE THE EVENTS INDUSTRY IS WELL MATURED, BUT ALSO IN SAUDI ARABIA.”
16 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME POWER HOUR 16 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 17 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD Construction Business News ME – the region’s world-class construction magazine – brings you the 7th edition of the POWER HOUR in recognizing the top players in construction, real estate, consultants, subcontractors, facilities management industry, and much more. The cover discusses the 60 most sought-after companies, looking at their stories and influences in neighboring sectors. Ranked based on the company’s overall performance, project delivery, and revenue, it gives our readers a chance to gain insight into these companies. CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 17
18 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME A LEC’s CEO, Kez Taylor, a stalwart in the construction industry, has been ranked first on CBNME Power Hour List. Kez Taylor has been CEO of ALEC for 20 years and has led ALEC’s work on some of the Gulf’s most high-profile projects, especially in the UAE. At the forefront of Kez’s vision has been the implementation of new technology and innovation. As such, ALEC has driven several initiatives to realise its vision to be the leading innovative construction group in the region. In addition to having an innovation department that drives and assists with over 100 innovative initiatives per year, ALEC introduced numerous developments occurring in their digital transformation space. 2019 was a strategic year for ALEC in assessing where they were at, in terms of the available technology in the market, the needs of their customers both internally and externally, and the most effective path forward to aid ALEC in driving business prospects. As 2020 rolls on, ALEC has been implementing its plan from the previous year, upskilling their teams, aligning their initiatives’ capabilities, and scaling value to ALEC’s people and their staff. Kez further added: “ALEC has been a leader in the UAE construction industry mainly due to the different mindset and willingness always to revamp and improve processes and procedures. Our people thrive for continuous improvement, learning & development. Thus, every new project applies learnings from the previous ones, which increases our market competitiveness.” In November 2020, ALEC announced that they were opening their first office in KSA as a part of its commitment to supporting the development of the Kingdom and the wider region. With GIGA developments and new projects progressing across KSA. ALEC will be bringing new levels of innovation and expertise to Saudi and they look forward to working with the local clientele, consultants and supply chains to showcase ALEC’s strength in delivering excellence, quality, sustainability and safety throughout all of ALEC’s projects. ALEC can be considered in the middle of digital transformation across many elements, including implementing a new ERP, increasing BIM utilization, and using software and digital solutions across different processes to become information-enabled, leading to a data- driven decision making.” Over the past 12 months, ALEC has worked on several of Dubai’s most high-profile projects including, Jumeirah Living Marina Gate, Dubai Hills Mall, One Za’abeel, Expo2020 – Conference & Exhibition Centre, Expo2020 – Mobility Pavilion, and Expo 2020: KSA Pavilion, and many more projects within Expo 2020 Dubai. CEO | ALEC Kez Taylor 01 “ALEC HAS BEEN A LEADER IN THE UAE CONSTRUCTION INDUSTRY MAINLY DUE TO THE DIFFERENT MINDSET AND WILLINGNESS ALWAYS TO REVAMP AND IMPROVE PROCESSES AND PROCEDURES. OUR PEOPLE THRIVE FOR CONTINUOUS IMPROVEMENT, LEARNING & DEVELOPMENT.”
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 19 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD A hmed Abou Hashima is known as a remarkable patriotic self- made Egyptian entrepreneur. He is one of the main pillars of the national economy in Egypt. In 2010 he founded Egyptian Steel Group with investments exceeding 1 billion dollars. Egyptian Steel consists of 4 plants with the latest eco-friendly technologies in the steel industry that produces 2.3 million tons per year of steel rebars. His choice of the Group’s four plants to be strategically located across the nation gave the company a logistic and competitive advantage in covering the whole country. Port Said Plant started in 2012. Alexandria plant started in 2015. The Beni Suef Plant started in 2016. Al Ain Al Sokhna Plant started in 2018. In 2016, Ahmed Abou Hashima established Egyptian Media Group, a conglomerate of all types of media services that has more than 17 companies in all the different fields of the media under one umbrella with the strongest digital media, visual and audio platforms. He established Egyptian Cement in 2017, where he created what he calls “a one-stop shop for building materials” with investments of over 6 billion pounds and an annual capacity of 2 million tons. In May 2021, marked the actual commencement of production of Egyptian Cement plant in Sohag governorate, the first plant of its kind in Upper-Egypt. In March 2021, Ahmed Abou Hashima launched his charitable foundation “Abou Hashima El Kheir” engaged in philanthropy, community development, entrepreneurships and different charitable initiatives. Ahmed Abou Hashima is a strong believer that his success in the business world will not be complete without an equally successful community role. He launched several initiatives, aimed at achieving sustainable development, developing the young generation of Egypt and supporting gifted athletes and special needs champions. In addition to social initiative aiming at supporting the community in times of needs. Ahmed Abou Hashima CEO | EGYPTIAN STEEL | EGYPTIAN CEMENT 02
20 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME E ng. Fakher has been at the helm of Al Bawani Group for 22 years and has strived for growth and brand recognition in the company. “We have built an extraordinarily strong EPC team while increasing our reliance on technology advancements. This can be utilized to capture deal flow, and help us deliver projects on time, and maximize our efficiency. I believe our hands-on approach in management and ability to adapt to challenging environments sets us apart. We are placing a high emphasis on technology and how it is utilized in our sector,” said Eng. Fakher. Al Bawani is one of the leading adopters of Building Information Modeling (BIM) at an early stage in Saudi EPC/Civil works sector. The continuous assessment and upgrade of ERP system, provides with better intelligence on our business and increases their competitiveness. Projects completed by Al Bawani Group in the past 12 months include: I Kaust - Housing Expansion Project I SACC - Saudi Cargo Jeddah (Cargo expansion works) I Riyad Airports - KKIA & TI1 Refurbishment I Acciona - Agua S.A. SWRO Plant (Civil works) I MOE - National Center for Educational Information I KFSH - Annex B I Red Sea - DBOM Temorary Sewage and Auxiliary Works Eng. Fakher told CBNME: “Our Digital Transformation Strategy focuses on the digitalization of our supply chain, our internal operation, HR and engineering departments, and aiding our optimization efforts across our business functions. We are also moving several support departments that have the scale to be profit centers. This should positively impact our productivity and efficiency.” On the CSR front, Al Bawni have invested heavily in its employees and supports many young Saudi Arabian’s and is central to their organsiation. The group is working on centralising their various training programs through a dedicated institute, which will collaborate with local and international training providers and institutes to provide latest certified knowledge and best practices, when it comes to AI and digitization, and its application in their sector. On the charitable front, Al Bawani Group recently entered into a cooperation and partnership agreement with the “Tarmeem” charitable association, whose mandate is restoring the homes of needy and low-income families in the Eastern Province. Al Bawani would employ several Saudi engineering and technical personnel, in support of Tarmeem’s initiatives and programs. GROUP CEO | AL BAWANI GROUP Eng. Fakher Alshawaf 03 Al Bawani is one of the leading adopters of Building Information Modeling (BIM) at an early stage in Saudi EPC/Civil works sector.
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22 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME E maar Properties PJSC announced it has achieved significant increased property sales underscoring investors’ continued confidence in Emaar brand and recovery of Dubai real estate market. During the first quarter (January to March) of 2021, Emaar recorded an increase in group property sales of 83 per cent to AED 7.115 billion compared to the Q1 2020 group property sales of AED 3.887 billion. The property sales were even higher than Q1 2019 by 6%. Backed by robust property sales, Emaar’s Q1 2021 revenue stood at AED 5.993 billion, an increase of 12 per cent compared to Q1 2020 revenue of AED 5.328 billion. Emaar reported net profit of AED 657 million for Q1 2021 compared to the net profit of AED 609 million during the same period in 2020, a growth of 8 per cent. With a solid sales backlog of AED 41.805 billion, which will be recognised as future revenue for Emaar Properties, the backlog reflects the strength of Emaar’s financial position to preserve high revenue, profitability and shareholders’ return in the foreseeable future. Mohamed Alab- bar, Founder of Emaar Properties, said: “As one of the most dynamic and growing markets in the world, Dubai’s property market resilience is a testament to its commitment to become one of the world’s best cities. We are dedicated to deliver- ing properties in a timely manner and providing unparalleled residen- tial developments that improve the lives of our residents and visitors. Within such a short space of time, Emaar has managed to achieve results that are comparable to 2019, before the pandemic affected businesses globally. Results are not by chance; they are a collective effort.” Emaar has handed over more than 74,500 residential units in Dubai and international markets, with more than 25,500 units cur- rently under development in the UAE and 11,500 units in global mar- kets. Setting new benchmarks in design, build quality, and innovation, Emaar consistently offers premium experiences and lifestyle opportu- nities across market segments. FOUNDER EMAAR PROPERTIES Mohamed Alabbar I n the Middle East region, China State Construction Engineering Corporation (Middle East) has more than 40 projects that are cur- rently on-going. During the last year, as Covid-19 has been a huge factor exerting pressure on the construction industry, the compa- ny has completed the Dubai Hills Estate Mall Access Project ahead of schedule. “Looking back on 2020, no matter how difficult it was, we completed the projects on schedule as well as protected our employees’ health during that unprecedented time and it was really challenging work,” said Yu Tao. CSCEC ME’s quick response to Co- vid-19, high efficiency, excellent HSE performance and complex-project management capabilities have been recognized and highly praised by government authorities, Clients and Consultants. Moreover, CSCEC ME won many international awards last year, including 9 British Safety Council International Safety Awards, Tien-yow Jeme Civil Engineering Prize, the top prize in civil engineering construction in China. PRESIDENT AND CEO | CSCEC ME Yu Tao 05 04
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 23 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD D r Najib has been with K&A for 25 years, including four years as Chairman and five years as CEO. In the past year Dr Najib has played a vital role in steering the company through the global challenges associated with Covid-19. Dr Najib’s leadership and steady hand were vital in giving confidence to staff from the earliest stages of the pandemic, and through to today as we seek to ensure the business is well placed to benefit from the regional economic recovery. Dr Najib was responsible for spearheading a Covid taskforce to ensure special measures could be quickly and efficiently implemented in the best interests of the company and our people. His foresight in driving investment in digitalization throughout the past decade was a key factor in enabling K&A’s business continuity, thanks to our smooth transition to remote working strategies. Having been an early adopter of the cloud, the foundations Dr Najib had laid ensured we were quickly able to deploy our design staff to work from home without impacting client projects. In the past 12 months, there are a number of success stories which support K&A’s long-term strategy for sustainable growth: I K&A’s largest PMO project in KSA was extended for a further three years, demonstrating K&A’s exceptional capabilities in Project Management and Facilities Management, and positioning the company among the top tier of international consultants in the Kingdom. I K&A secured the extension of important contracts with clients such as Aramco and the Saudi Ministry of Housing. I After completing the Kingdom of Saudi Arabia’s first National Health Emergency Operations Center (NHEOC), which is responsible for managing and overseeing activities related to Emergency and Disaster Management, K&A was appointed to deliver multiple regional sub-centers. I K&A are contributing to all mega- projects in the Kingdom, including NEOM, Amala and the Red Sea Development Project. K&A have continued to invest in digitalization, both in terms of delivery and service offerings, resulting in: I Extending K&A strong position in delivering smart technologies, with major ongoing projects such as AQALAT Smart Square in Riyadh. I K&A work to standardize BIM practices across all K&A offices has been recognized with certification from the British Standards Institution (BSI). I Establishing new strategic partnerships with leading international specialists to support K&A services to clients, including: Canada-based vGIS, a leader in visualizing hidden infrastructure through Augmented Reality (AR) technology; GeoNexus Technologies (GeoNexus), an industry leader in system integration platforms, including a reseller agreement for GeoWorx® software in the Middle East; and German healthcare consultancy management4health (m4h). I K&A also have become GIS software specialist Esri’s first Specialized Utility Network Management Partner in the MENA region. Dr. Najib Khatib CHAIRMAN & CEO | KHATIB ALAMI 06
24 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME B eing the Managing Director and founder of JT+Partners, Joe Tabet’s role was to establish a vision from day one. A vision that could be flexible and adjustable to adopt different market changes. The vision was to think big and act big and accordingly all was planned. Joe manages the growth of the business in the UAE and Beirut, and he is heavily involved in recruiting the right people. Joe firmly believes that his team is the key to the continuing success of JT+Partners and he ensures that the latest technology and software is available for them. As a believer of gender balance within the workplace, Joe’s team is based on their work performance and they all have equal opportunities for career growth. He also encourages them to maintain a proper balance between work and family life. Whether a hotel development, residential project, commercial tower or entire master plan, Joe’s success lies in the ability to conceive unique concepts, with of course, the big support of a very creative and talented team. Joe motivates his team to sharpen their pencil to ensure that each and every project is adding value at a social level, and making a positive impact in people’s lives as well the urban fabric. Client relationships are key for the success of the business and this is a big focus for Joe and the team. They aim to build close relationships with their clients so that they are part of the team and they are friends. Another big focus for Joe is exploring new markets locally and internationally. The aim was to always be based locally, but deliver internationally. This is something Joe and the team are achieving on a daily basis with projects located from Morocco to Seychelles, Lebanon, India, Sri Lanka, Angola, Cameroon, Zanzibar, Portugal, Kingdom of Saudi Arabia, United Arab Emirates, Egypt, and Pakistan. Raising awareness on sustainability and CSR with his staff, and at a community level, is another key point for Joe. He believes “giving back to the community is a must” and he is doing this in a different way. Joe says “exploring the future is a big focus for me at the moment. What is the future of architecture, engineering and construction? Where do we want JT+Partners to be in the next 3 to 7 years?”. Accordingly, Joe keeps pushing the bar in researching and moving towards the future of IOT (Internet of Things) by developing a better understanding and implementation of Digital Twin in architecture and design as well as 3D printing and Modular Construction. To make this happen, JT+Partners, along with their research and development department, are teaming up with different educational institutions to take it to the next level. MANAGING DIRECTOR AND FOUNDER JT+PARTNERSJoe Tabet 07
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 25 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD J ohn Pagano has been tasked with delivering one of Saudi’s most ambitious luxury sustainable tourism projects that would place Saudi Arabia on the global tourism map. Pagano joined TRSDC in 2018 as their CEO and was recently appointed as the CEO of AMAALA. Over the past 12 months, TRSDC have awarded contracts to CCE for Coastal Village Infrastructure Package; to MachinesTalk for smart wearable tech and wireless tags; awards contract for employee accommodation at Coastal Village to AlKifah Contracting Company; appoints Gartner for flagship destination’s technology procurement advisory services; awards contract for sustainable transport consultancy to Mott MacDonald, and many more for this enormous project. TRSDC became the first Saudi developer to be awarded the highest level of certification for risk management following its assessment by the British Standards Institution (BSI), the business standards company that enables organizations to turn standards of best practice into habits of excellence. TRSDC secured a USD 3.76bn loan and first ever Riyal-denominated Green Finance credit facility due to TRSDC’s market leading approach to social and environmental sustainability and the Red Sea Project’s international recognition as a green project. The company became the first development in the Middle East to secure the first stage of LEED platinum certification for destination’s plans and designs. CEO | THE RED SEA DEVELOPMENT & AMAALA John Pagano 08
26 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME F arhad Azizi’s most substantial impacts on the organisation were in the recent restructuring efforts, especially the realms of customer centricity, transparency and efficiency. He has introduced new processes and policies to heighten quality control, ensure customer satisfaction through improved ROIs, reduced response turnaround times, and overall better customer service efforts, enhanced communication channels, and much more. Azizi has instilled a customer-first mindset across all senior management and has ensured that it extends to each and every staff member and every operational decision being made, with the underlying notion that happy customers result in return purchases and positive word- of-mouth, which has helped the developer achieve a noteworthy surge in sales. He has turned the organizational structure into one that is more lean, efficient and transparent to all stakeholders, heavily improving its brokerage partner and supplier relationships while maintaining the firm’s focus on serving outstanding, competitive products and services to local investors, as well as increasingly to international ones. This has turned Azizi Developments into the developer of choice that it is today. Moreover, Farhad Azizi has been actively involved in construction, pushing the developer to be well on its path to delivering over 10,000 units in 2021 alone. Through refined, well-thought-through contractor selection processes, the introduction of methodologies that entail Azizi’s own Engineering Department working more closely with its contractors, incentive programs, and much more, Azizi Developments will now be delivering on its promises to its investors at an even faster pace, and with even higher quality standards being adhered to. CEO | AZIZI DEVELOPMENTS Farhad Azizi 09
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 27 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD S ultan Batterjee is the Chairman and CEO of IHCC, a leading Executive and Board Member in Bait Al Batterjee Holding and the Saudi German Hospitals Group. He is also a Founding & Board Member of Batterjee Foundation, and a Founder of various companies and organizations including LifeStyle Developers and The Innovation House. While leading IHCC, he plays a vital role in positioning the company as a world-renowned design and build company and turnkey solution provider specializing in healthcare, education, and mixed-use development projects in the Middle East and North Africa. As a leading Saudi Class (A) company, IHCC aligns itself with being in line with the Vision 2030, through creating different business units in various disciplines. The in- house capabilities of IHCC cover all components of successful delivery of megaprojects, being leaders in providing High Performance Buildings Solutions. IHCC acts as single source for integrated turnkey solutions that cover design and engineering, construction, MEP, finishing & fit-out, energy efficiency, building sustainability solutions, facilities management and modular construction. The company experience and capabilities are provided through various schemes including EPC contracts, Public-Private Partnerships (PPP), and EPC Financing solutions. IHCC has proven steady growth and is playing a major role in the Vision 2030 mega developments. At the present time, the company is delivering over 15 contracts in KSA, UAE, Egypt and Morocco, including medical cities in Dammam, Makkah, Dammam, and Alexandria. Each medical city comprises hospital buildings, specialty centres, centres of excellence, educational and residential facilities, mixed-use and commercial buildings, recreational facilities and landscaping. Sultan Sobhi Batterjee CHAIRMAN AND CEO | IHCC 10
28 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME A hmed Alkoshaibi, founding chief executive officer of Arada, oversees the operational management of every aspect of the company, under the guidance of our Chairman, HE Sheikh Sultan bin Ahmed Al Qasimi, and Vice Chairman, HRH Prince Khaled bin Alwaleed bin Talal. Since Arada was founded in early 2017, the organisation has grown at a rapid pace, and now has a staff of some 400 professionals, all with rel- evant experience from some of the region’s most promi- nent construction-related companies. Ahmed told CBNME: “The last 12 months have been challenging but also a time of huge opportunity for Arada. While we initially faced difficulties from both a construction and sales perspective during the brief lock- down period in the UAE during 2020, I am pleased to say that both areas rebounded strongly from June onwards. As a young company with no legacy structures in place we have managed to secure several lucrative opportunities by acting fast and efficiently. This agility has allowed us to capture market share in our core market, attract a significant number of visitors to our destinations and cement our position as the region’s fastest growing and most progressive developer.” Four years on from our launch, Arada is still a rapidly growing company, and is projecting their sales growth to rise by another 30% during the course of 2021. “We see plenty of expansion at our existing projects, which are two of the largest residential communities in Sharjah, and at future projects as well. However, this pandemic has also taught us that our future strategy must put concepts such as community, sustainability and the environment absolutely front and centre in everything we do,” said Ahmed. As such Arada has taken proactive steps when it comes to making their projects sustainable such as their family entertainment hub Madar at Aljada which is powered entirely by solar energy. “Our overarching goal is to incorporate sustainable building materials, practices and solutions into our design process wherever possible,” Ahmed explained. Over the past 12 months, Arada has completed the first five phases of Nasma Residences, its first project in Sharjah. Furthermore, Arada has also completed a further 500 homes at Aljada, Sharjah’s largest ever project. At the end of February 2020, Arada also completed Madar, a new family entertainment destination that has already welcomed more than 1.3 million visitors. Ahmed Alkhoshaibi CEO | ARADA 11
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30 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME A seasoned professional entrepreneur and a Harvard Alumni, with over 30 years’ experience in leading profitable business ventures including an impressive portfolio of acquisitions. He has vast cross-industry experience specific to three decades of Banking, Technology and Real Estate. He has been leading EFS Group for 11 years and has established the company as a regional powerhouse and a premium FM brand. Since 2009, EFS has achieved sustained growth year-on-year, supported by USD1.5 billion in contracts. During his tenure, EFS also prides itself by having an impressive rate of over 90% staff retention and 95% client retention employing over 18,000 people across the business, including India. Under his leadership, the revenue of the Group increased from AED 75mn to AED 1bn over the decade. Tariq leads by example and is always setting the bar high for himself and his team. In 2021, Tariq introduced several new initiatives in social responsibility, learning and development programs for the blue-collar workforce, HSEQ internal campaigns, launches and pilot projects. EFS takes a proactive management approach for matters concerning HSEQ and Worker Welfare wherein the leaders ‘Lead by Example’ by effectively defining, assigning, streamlining, and monitoring the initiatives through a structured engagement matrix that enables effective communication and performance management monitoring. EFS believes in giving back to its employees, with emphasis on the blue-collar workforce (80% of staff) by implementing the key pillars of giving back, introspection and self-actualisation at all levels. The firm empowers its people through initiatives that make them feel aligned and involved. EFS leaders also provide support and sponsorship to contribute to the welfare of the society that supports the organisation’s CSR initiatives. EFS’ Competency Modelling has become a mainstream practice as a part of the HR Management System. The company has transitioned from traditional job analysis to establishing a mature competency model that systematically analyses individual performance levels underpinning their personal attributes, knowledge, skills, and ability, which in turn helps the leadership team to identify performance gaps and recommend improvements that are likely to enhance performance thereby contributing towards higher quality and worker welfare. Ethics and values are the common thread between Tariq, EFS and staff that forms the basis of the fundamental foundation of happiness and a high- performance organisation. He walks the talk and strengthens relations with his staff on the ground through many opportunities. Tariq is relentlessly working to build the case of upskilling the FM industry and raising the bar in built environments and workplaces. He has been supporting various impact organisations in the Middle East and India. He is also actively engaged with multiple social impact organisations and activists to build support and impact. GROUP CEO | EFS Tariq Chauhan 12 THE FIRM EMPOWERS ITS PEOPLE THROUGH INITIATIVES THAT MAKE THEM FEEL ALIGNED AND INVOLVED. EFS LEADERS ALSO PROVIDE SUPPORT AND SPONSORSHIP TO CONTRIBUTE TO THE WELFARE OF THE SOCIETY THAT SUPPORTS THE ORGANISATION’S CSR INITIATIVES.
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 31 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD A mer Khansaheb is the Managing Director of Khansaheb Investment, which is the Family Business Conglomerate of Khansaheb Family, and owns all the different Khansaheb Businesses. Over the past seven years Amer has set and executed the expansion strategy of Khansaheb Investment in a variety of fields which has led to a diversified portfolio for the company. I In Real Estate, the focus has been on sustainability of their development and projects. The Mirdif 35 Lifestyle centre earned an LEED Gold Rating, and they developed the first and probably only LEED Platinum Workers Accommodation in Jebel Ali which can accommodate 3500 people. Khansaheb also delivered three other real estate projects in this period, which is the most the company has ever developed in such a time frame. I Khansaheb Industries was set up as a manufacturing business for sustainable construction material, in 2018 Khansaheb Industries acquired the Global patents and trademarks of Spiralite, an Energy Saving duct invented and based in the UK and moved the manufacturing facility to Dubai. In 2019 the company set up Concrete Design, a furniture manufacturing business. I In 2015, Khansaheb Investments signed a partnership agreement with Clemenceau Medical Center in Beirut to develop a state-of-the-art Hospital in Dubai which opened in 2020. I In 2016, Khansaheb Lifestyle was established which now owns 4 F&B branches and 1 fitness studio. I Khansaheb Investments invested in the Aviation training industry, and in 2020 opened their Dynamic Advanced Training Centre. The state of the art and one of a kind in the world training centre specializes in safety and emergency procedure training, survival training, and soft skills training. I In 2020, Khansaheb Investment bought back Interserve’s shares in its construction business (Khansaheb Civil Engineering) and Facilities Management Business (Khansaheb Group), to become once again a sole owner of those businesses. Amer Khansaheb MANAGING DIRECTOR | KHANSAHEB INVESTMENT 13
32 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME I an joined AECOM three years ago and during this time, he’s led the company through a significant growth period, by partnering with key government entities to drive their transformation programs under KSA’s Vision 2030. AECOM is focused on PIF as a strategic client and has secured several multi-year contracts, which are currently under execution. In this three- year period, AECOM’s bottom line has doubled, and the top line grew by 80%. During the pandemic AECOM implemented a robust digital infrastructure to enable a smooth transition to remote work with minimal interruption to client deliverables. AECOM encouraged managers to have daily meetings with their teams to make sure individuals continue to feel connected to their colleagues. “In addition to resources provided by AECOM’s global ecosystem, we company developed local wellbeing tools and resources including digital forums, groups and remote teambuilding events. We distributed remote working guidance including health awareness and home workspace ergonomics and reminded everyone of the free and confidential counseling provided by a third party. We promoted an open and transparent culture, openly speaking about the importance of caring for mental health during the pandemic and prioritizing the wellbeing of staff,” Ian told CBNME. To stabilize AECOM’s business in 2020 and into 2021, they implemented a combination of savings and investments. In terms of savings, we started with the leadership pay reductions and optimized our office space by transitioning a large part of our workforce into digital communities. Digital transformation has been a key focus for AECOM before the pandemic and linking their various operations in the digital space allowed us to optimize our real estate footprint and offer better value to our clients and shareholders. In the past 12 months AECOM has also focused more social responsibility, community outreach, and being more environmentally friendly. For example, their presence in NEOM brings one of the biggest opportunities for social responsibility and community outreach. “As we build the world-class development amid small fishing towns in the Tabuk region, we have a responsibility to preserve the region’s natural habitat and the rights of its residents. A key community engagement initiative was our partnership with the Saudi Human Resources Development Fund to source candidates from Tabuk region for roles in NEOM. This creates shared value for us and for the locals as it ensures they are active participants in the region’s economic development,” Ian explained. In April 2021, AECOM launched several environments, social and governance (ESG) initiatives across the company. These include achieving net zero emissions by 2030, embedding sustainable development and resilience across our work, improving social outcomes with greater focus on equity, diversity and inclusion and enhancing governance by assessing ESG risk and reporting on ESG performance. “We are proud that social impact is a core and integral part of our business offerings, designed for real and long- lasting benefits to our clients and society. In addition to building schools, hospitals and fast-track healthcare projects during the pandemic, we’ve integrated comprehensive learning and development and knowledge transfer programs into our transformative PMOs with Saudi Customs and MoMRA. A core part of our offerings to the clients is recruiting, training and developing Saudi talent who work in parallel with AECOM experts across disciplines, following methodic career development plans tailored for each individual. This paves the way for fully self-sufficient organizations post-AECOM,” said Ian. Ian Laski CHIEF EXECUTIVE AND PRESIDENT AECOM ARABIA 14
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34 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME Dimitri Papakonstantinou MANAGING DIRECTOR | AL SHAFAR INTERIORS 15
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 35 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD O ver the last 12 months Al Shafar Interiors have doubled its revenue and improved significantly on its profitability. Dmitri told CBNME: “We have established a PMO office which is constantly involved in, amongst other things, collecting data from all departments, the factory and the sites. This information is processed and reviewed in several dashboards to allow us to implement improvements where necessary.” The company has also focused on expanding its services and offerings including exhibitions, manufacture, and export of joinery and retail. In the past 12 months, Al Shafar Interiors has completed several national pavilions at Expo 2020 Dubai as well as other projects for the event. The have also completed a hotel in Dubai World Trade Centre and works at Dubai Mall. “As a business we focus on delivering a quality product but also finding solutions for our clients. I believe we’ve built a strong team that are passionate about Al Shafar Interiors and their work,” Dmitri concluded. Al Shafar projects ABOVE, TOP TO BOTTOM: 25 Hours Hotel – One Central DWTC Address Harbour Point
36 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME E mrill’s continued success is a testament to Stuart’s leadership. Working with Emrill’s leadership team, Stuart has executed a robust business continuity plan to ensure the business is future-ready, positioned to innovate and embrace new technologies to better serve clients and meet the challenges of any eventuality, even one as significant as a pandemic. As such, Emrill has operated on the frontlines to provide a safe environment that minimises the risk of infection for the UAE’s residents and visitors without negatively impacting employees. In 2020, Stuart launched ‘Safer Together with Emrill’ and ‘Happier Together with Emrill’ to create a culture of health, safety, happiness and positivity to adapt effectively to COVID-19’s challenges, successfully providing employees with a sense of community and the opportunity to discuss worries in an environment of togetherness, learning and development that provides value in the current climate. As a result of the company’s robust IT infrastructure and empowered team members, even during a pandemic, employee engagement practices have continued, adapting to the new normal and switching to a remote execution. Under Stuart’s direction, Emrill has worked closely with clients, adapting cleaning methodologies and the delivery of world-class services to new applications. Stuart has been a confident and competent presence, and clients have provided positive feedback regarding Emrill’s strong foundation and leadership. He has been instrumental in the company entering new sectors, winning significant new contracts whilst prioritising Emrill’s people’s well-being and employee, client, and resident safety. Emrill has created and nurtured value partnerships with customers, providing advice, recommending best practice, and delivering the full range of high-quality services required to meet the ever-changing government guidelines during the pandemic. OPERATIONAL SUCCESSES I 4.1/5 employee happiness rating I Supported UAE authorities’ national sterilisation programme I Continuous improvement support/world-class training programmes including COVID-19 prevention I Launched 30+ innovations to drive efficiency/add client- contract value I Broke new year’s Downtown Dubai cleaning record (2021) I Consumption Tracker, IOT-based Plant Room Management HEALTH AND SAFETY SUCCESSES I 18,287,874 safe manhours in 2020 I 62,769 hours of Health/Safety/ COVID-19 training I Launched Front Line Supervisor Training I Leased dedicated safe/ comfortable isolation floors/ accommodation LEARNING AND DEVELOPMENT SUCCESSES I Achieved CPD (Continuing Professional Development) accreditation in 2021 I Launched People Development During the Pandemic – a shift to the virtual learning environment: a shift to virtual environment’ (PDDP), a flexible learning initiative offering virtual learning opportunities I 84.6% employee satisfaction in delivery of online-learning programmes I 314 virtual learning sessions I Hours: 19,050:31 virtual training/23,637:41 virtual learning/144:52 eLearning (LEAD) I 15 internal Emrill/5 external executive mentors I 161% increase in mentoring sessions year-on-year I Diverse range of topics (all levels): sustainability, environment, happiness/ wellbeing, remote working tips, using online forms, facilitating online sessions, virtual meeting etiquette I Increased employee confidence/knowledge in/ about technological tools SUSTAINABILITY & COMMUNITY ENGAGEMENT I Awarded CSR Label – 9th consecutive year I ‘Journey to Net-Zero’ grassroots sustainability initiative: reducing carbon footprint of residents/ communities through energy- saving initiatives, waste reduction and adoption of paperless processes I Shifted mindset to sustainable practices to minimise environmental impact of Emrill’s contracts, increase efficiencies and reduce client costs I Reduction of landfill I Expanded organic vegetable garden Stuart has willingly and proactively shared knowledge and expertise, presenting virtually at key industry conferences and collaborating to raise national FM standards and promote international best practice. Stuart Harrison CEO | EMRILL 16
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38 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME H amid Kerayechian is the CEO & Founding Partner of UAE-based real estate ecosystem, Ayana Holding. Providing unique end-to-end industry centric solutions for governments and real estate developers across the globe, Ayana Holding strives to propel local businesses by joining forces and offering an extensive scope of services and expertise. Invigorating the industry with innovation and the latest technology, including Artificial Intelligence and PropTech, Ayana Holding has evolved into a renowned holding company with a proven track record of navigating within diverse, transitioning, and complex economies. In a short period of time, it has established itself in a wide-variety of markets including Africa, America, Asia, and Europe. Ayana Holding’s diverse range of businesses include Alt Technology, Aquila Hospitality, Ayana Properties, Brand Capital, Detay Homes, Manya Decor, M2L Concepts, Opaal Interiors, Nioum, VX Studio, and WrkBay. Hamid has built a solid reputation for incubating new business models within the companies collaborative workspace, and is regularly featured in highly acclaimed publications - sharing his experience and expertise in deveoper-led design, real-estate, investment, technology, and startups. With a strong desire to persistently rise to new challenges, Hamid’s mission is to continue building a network of powerful companies to a global level, and for Ayana Holding to become the most internationally-renowned brand across the PropTech sector. After graduating from the University of South California with a Masters in Engineering, Hamid relocated to Dubai in 2008 and has since operated with some of the world’s most influential organisations. With over 20 years of robust experience in the luxury development space, Hamid has a dynamic entrepreneurial spirit and unique leadership style, both of which have been recognised with prestigious awards including ‘Visionary Leader of the Year’, ‘Dubai’s Most Influential People’, ‘Young CEO of the Year’, ’Most Inspiring Leaders in the Middle East’, ‘Entrepreneur of the Year’ and ‘Most Admired Leaders of Asia’. As an energetic and interactive leader, he prides himself on managing teams of highly motivated and experienced professionals who play a fundamental role in the development and delivery of the quality projects and companies that comprise Ayana Holding. Hamid believes that the eminence and authenticity of each project is enriched by explorative and open collaborations with all stakeholders. He believes, “collective creativity is key to problem solving and discovering new opportunities. We focus on embracing the power of collaboration to provide our partners with inventive methods and ambitious new ideas.” CEO & FOUNDING PARTNER AYANA HOLDING Kerayechian Hamid 17
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 39 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD W hile the world was talking about the ‘new normal’ and pondering on steps to mitigate a global pandemic, we took decisive action and emerged stronger, bigger and better than ever before. Dubai Properties and Meraas underwent a milestone consoli- dation that unified an impressive portfolio of residential real estate, plot and land opportunities. Furthermore, we saw the integration of our highly successful FM Team at Ejadah, and North25 who have helped design and project manage the likes of Ain Dubai & The Museum of the Future. From these four entities a new company has been born; Dubai Holding Real Estate, DHRE. I have witnessed the integration of different cultures, teams and ethos, and my role has been to ensure the symbiosis between all entities so that we continue to transform the real estate sector by creating lifestyle experi- ences for the Emirate of Dubai. Part of my role as CEO, DHRE, is to oversee the development and coming to fruition of a significant number of projects that are shaping Dubai’s residential landscape, including Madinat Jumeirah Living, Villanova, Port de La Mer, City Walk and La Vie. The most exciting aspect of my job isn’t just the management of a vast portfolio, the strategic operations or the dynamism of Dubai’s real estate marketplace, but the brilliant team of innovators, marketeers, strategists, designers and developers that I lead, who have an inherent understanding of what customers are looking for, helping us deliver high quality homes, investment opportunities and innovative and class- leading FM & Project Management Services. CEO | DHRE Khalid Al Malik 19 A s the President of the company, it’s been my commitment to ensure that we are amongst the leading developers in the UAE, building homes where families live, and grow together. A place that lasts for generations. At Sobha, we believe it is our responsibility to live the vision of the company and continually execute on our strategy. Luckily for us, we are a dedicated team that is extremely passionate about delivering uncompromisable quality. I am a firm believer that there is no place like Dubai and the UAE to realise your dreams and reach your potential – it is the true land of opportunities and it is an honour to have played a critical role in shaping the city’s skyline. As many adapted their strategies during the crisis to simply survive, we took the opportunity to reassess priorities to stay ahead of the curve and not remain reactionary in the face of economic turbulence. This translated into several successful launches of our projects. Despite the pandemic, I am proud of the fact that we were able to navigate the crisis effectively and have emerged stronger from it. As an active architect of Dubai’s dynamic real-estate sector, we look forward to making a mark by delivering outstanding experiences to aspiring homeowners.” PRESIDENT | SOBHA GROUP Jyotsna Hedge 18
40 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME R ahail Aslam, the founder and CEO of Select Group, has been actively involved in a cross functional leadership role. For Rahail, the job is 24/7 which allows him to focus on property development, hospitality, e-commerce and health and fitness. In Q1 of 2021 the group launched their first project in Business Bay, 15 Northside. This project is already over 50% completed and is on track to be delivered by the end of 2022. 15 Northside is a 349-unit affordable luxury development located directly on Dubai Canal, and having become synonymous with waterfront living in Dubai Marina, Select Group are now looking to expand their footprint within Business Bay and other waterfront areas across Dubai. Rahail told CBNME: “In addition to 15 Northside, we will be launching approximately 1 million square foot of developments in Business Bay by the end of 2021, which will ultimately be part of a 6 million square foot master development. Excitingly, we have already secured a pipeline to enter the ultra- luxury development category - with exciting projects and locations soon to be announced. “ Looking forward, Rahail would like to see the group continue to develop and diversify their portfolio. Rahail concluded: “We are focused on growing our international portfolio and in recent months have commenced construction on a high end, boutique residential project in Marylebone, London. We have recently acquired a digital healthcare business and are looking into expanding our interests within the health & fitness industry in the UK.” Rahail Aslam CEO | SELECT GROUP 20 “We are focused on growing our international portfolio and in recent months have commenced construction on a high end, boutique residential project in Marylebone, London.”
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 41 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD B eing the Managing Director and founder of JT+Partners, Joe Tabet’s role was to establish a vision from day one. A vision that could be flexible and adjustable to adopt different market changes. The vision was to think big and act big and accordingly all was planned. Joe manages the growth of the business in the UAE and Beirut, and he is heavily involved in recruiting the right people. Joe firmly believes that his team is the key to the continuing success of JT+Partners and he ensures that the latest technology and software is available for them. As a believer of gender balance within the workplace, Joe’s team is based on their work performance and they all have equal opportunities for career growth. He also encourages them to maintain a proper balance between work and family life. Whether a hotel development, residential project, commercial tower or entire master plan, Joe’s success lies in the ability to conceive unique concepts, with of course, the big support of a very creative and talented team. Joe motivates his team to sharpen their pencil to ensure that each and every project is adding value at a social level, and making a positive impact in people’s lives as well the urban fabric. Client relationships are key for the success of the business and this is a big focus for Joe and the team. They aim to build close relationships with their clients so that they are part of the team and they are friends. Another big focus for Joe is exploring new markets locally and internationally. The aim was to always be based locally, but deliver internationally. This is something Joe and the team are achieving on a daily basis with projects located from Morocco to Seychelles, Lebanon, India, Sri Lanka, Angola, Cameroon, Zanzibar, Portugal, Kingdom of Saudi Arabia, United Arab Emirates, Egypt, and Pakistan. Raising awareness on sustainability and CSR with his staff, and at a community level, is another key point for Joe. He believes “giving back to the community is a must” and he is doing this in a different way. Joe says “exploring the future is a big focus for me at the moment. What is the future of architecture, engineering and construction? Where do we want JT+Partners to be in the next 3 to 7 years?”. Accordingly, Joe keeps pushing the bar in researching and moving towards the future of IOT (Internet of Things) by developing a better understanding and implementation of Digital Twin in architecture and design as well as 3D printing and Modular Construction. To make this happen, JT+Partners, along with their research and development department, are teaming up with different educational institutions to take it to the next level. Ismail Al Hammadi FOUNDER AND CEO RUWAD REAL ESTATE & BIZNET CONSULTING 21 “Giving back to the community is a must. Exploring the future is a big focus for me at the moment.”
42 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME S tuart McGregor is the General Manager of BK Gulf Facilities Management, as well as the CEO of Lionweld Meiser and General Manager of Dutco McConnel Dowell. Stuart was appointed in these roles 3 years ago and his tenure has been one of proactive change on all fronts of all these businesses. BKG FM business has seen unprecedented growth both in revenue and profitability throughout 2020, seeing revenue increase by 38% in a distraught and challenging year. The focus, in line with the business plan, is to deliver quality service to clients that demand and understand the value of their assets. BKG FM does not chase unsustainable contracts. Maintaining an asset of any description is essential to the longevity of the asset’s lifespan. Stuart has introduced a completely new culture into all the businesses, empowering people to do their jobs equipped with the information & support they need to shine, developing detailed business plans that all the business leaders contributed to and now lead the delivery of. Now businesses have new direction & understand the strategy adopted as well as the principles behind the strategy. The management structures of the businesses have been realigned to complement the plans. Stuart has introduced new, energised, and experienced leaders who have the capability and drive to deliver. Stuart told CBNME: “The ability to offer inhouse specialist services, as well as leverage better prices for costs of support services, ultimately translates into a better value proposition for our clients and ensuring we can successfully control costs and negotiate a better deal for our clients. As a business we have also benefited through our relationship with our sister companies, often being able to bridge the gap between the construction phase and operation and maintenance phase of the facility, with a seamless and meaningful solution.” Stuart’s career has been remarkably diverse, and he has held Board level positions for the past 20 years; clearly demonstrating his level of experience and ability to lead consistently. Since taking over the leadership of these businesses Stuart has involved himself with various webinars, discussions, and debates with various peers from the Industry. He has made it his business to get to know the leaders of competitors, as well as clients. He immerses himself fully in client discussions and negotiations, assisting them to understand the true value of our worth and the service that each business can provide. BKG FM ‘s major business successes during 2020 and under Stuart’s leadership have been the securing major Integrated Facility Management contracts with JA Hotels & Resorts (7 No. 5 star hotel & resort facilities), Muzoon Holdings, AL Ali Property Investments (76 developments of Villas, High rise residential and commercial properties) and Novotel Dubai. GENERAL MANAGER BK GULF FACILITIES MANAGEMENT 22 Stuart McGregor
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44 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME “We adopted leasing strategies of heavy machinery to control and measure costs more efficiently and improve cash flow.” B efore joining Intermass, Anwar served as Finance Manager at Mannesmann Dematic FZE. He played a substantial role in setting up and position the MNC company in the Free Zone. He also took the Financial Controller position at Alico Aluminium, a leading Aluminium and Glass contractor in the region. Fitted with a combination of robust industry perspective and experience, Anwar joined Intermass with a pledge to ensure its transition from a successful family business in the UAE to a sustainable full-fledged company that carries iconic and projects in the GCC and beyond. Member of Intermass’ Executive Board, Anwar takes credit for helping develop and deploy the overarching strategy it embarked on in 2018. It aims to position Intermass as a full-grown industry leader in building and construction in face of an unprecedented and versatile global environment. The strategy is steadily accomplishing its goals, as evidenced by the outstanding performance in the past 12 months. Intermass retained the edge and raked in over AED 602 million in revenue compared to AED 482 million in 2019, with overheads reduced by 2%. As the CFO, Anwar established solid banking relationships with tier-one banks in the UAE and commissioned and developed a customised ERP system to produce financial reports essential to Intermass’ operations management. He said: “We started restructuring shortly before the pandemic. That was a blessing in disguise! We invested heavily in new engineering technologies that allowed us to improve efficiencies in tendering, engineering, planning, and finance.” The five-pronged restructuring strategy comprises developing a competent team; assuring quality, service, and project management while prioritizing safety and integrity; maintaining and developing excellent relationships with existing and potential clients and positioning Intermass competitively to offer the best value possible; and observing a strict adherence to program timelines to deliver on time and within budget consistently. He added: “We adopted leasing strategies of heavy machinery to control and measure costs more efficiently and improve cash flow. We also recruited great talents that we supported with the necessary training. Most importantly, we established a strong customer base with satisfied developers which allowed us to win important projects during tough pandemic times. This can-do approach and our rooted keenness to adopt advanced technologies, resulted in an exceptional client retention rate of 100% achieved in 2020.” Anwar Sammour CFO | INTERMASS ENGINEERING & CONTRACTING CO. LLC 23
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 45 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD D espite the challenging climate brought upon by the COVID-19 pandemic, RAQ has shown its resilience to continue flourishing in the UAE market by achieving several construction milestones. Owing to decades of expertise in the industry, Al Qaisi, in the last seven years, has established an environment at RAQ that is conducive to high performance in delivering results across the commercial, residential and industrial segments in Abu Dhabi, Dubai, Sharjah, and the other Northern Emirates. The contractor’s workforce comprises more than 400 engineers and support staff apart from 3,700+ skilled and unskilled workers who have worked on several projects over the past 12 months in the UAE. Recently, RAQ has been awarded the Taqdeer prize, a prestigious award that reflects the continued commitment to safety and welfare for their employees. One of RAQ’s critical areas of success has been its ability to deliver for its key clients consistently. The Specialty Clinic for DP World was a whopping 7-month design and build, which opened its doors recently in JLT. Wasl Properties’ Grand Hyatt Expansion is another notable project in the heart of Dubai. In addition to this, the contractor has been heavily engaged in developing several notable structures in Expo 2020, including the Italy Pavilion, Poland Pavilion, Kazakhstan Pavilion, Luxembourg Pavilion, Malaysia Pavilion, Philippines Pavilion, and the DP World Pavilion. Rami Al Qaisi CEO | RAQ CONTRACTING 24 The Specialty Clinic for DP World was a whopping 7-month design and build, which opened its doors recently in JLT. Wasl Properties’ Grand Hyatt Expansion is another notable project in the heart of Dubai.
46 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME Atif Rahman DIRECTOR & PARTNER DANUBE PROPERTIES 25
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 47 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD A tif Rahman is an Entrepreneur in the UAE since 2004. He is the Director and Partner at Danube Properties, which he started with Rizwan Sajan in 2014 in Dubai, UAE. Danube Properties, the development arm of Danube Group, has achieved unprecedented success and growth through record- breaking sales, timely project delivery, and immense consumer support under Atif Rahman’s guidance and leadership. In 2020, the Covid-19 pandemic has been a strength test for leadership at every level. Prior to the pandemic, the markets across the globe were already sluggish, which made the combat more challenging under the effect of reducing trade revenues. “I’m a firm believer that businesses with strong leadership in place are better equipped to act spontaneously during downturn, and remain aligned with long-term sustainable goals, which are further boosted by the workforce of the respective organization.” “More precisely, one cannot dig a well once the fire has happened and I believe we were aptly placed to remain afloat during the last 12 months. We remained focused on “what not to do” to avoid pitfalls with greater attention on process rather than results. This helped us record growth in every area of business with no downtime and most importantly zero casualty,” said Atif. In the past 12 months, Danube Properties projects such as Miraclz & Bayz have obtained the Building Completion Certificate in February and April 2021. As a customer-centric organization, Danube remains committed to maximizing customer happiness. “We defied all challenges that the pandemic has caused, and we dedicated our efforts toward fulfilling our promises toward our customers,” said Atif. Danube Properties is planning to launch around 6000+ units in 2021 and will continue to offer projects that raise the bar in the development lifestyle with world-class amenities, offering homeowners comfort, convenience, and lifestyle. Atif explained, “When building properties, we ensure that they are for the long-term. We are taking the innovation in real estate solutions to another level while ensuring increased value for the consumer.” Apart from reinforcing Danube Properties influence in Dubai’s market share, they are working on diversifying our business through 2021 and 2022. This expansion includes starting property development business in two new countries and addition of a new vertical in Dubai as a forward integration. “When building properties, we ensure that they are for the long-term. We are taking the innovation in real estate solutions to another level while ensuring increased value for the consumer.”
48 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME S aeed Mohammed Al Qatami is the Chief Executive Officer of Deyaar Development (Deyaar), a leading developer and services provider of Property Development, Property Management, Facilities Management and Community Management. In his current capacity, Al Qatami is accountable for the overall operation and management of the company. As part of this mandate, he is charged with setting Deyaar’s overall strategic direction, identifying priorities, monitoring performance, and driving growth. Saeed Al Qatami holds over 20 years of experience as a real estate and financial services professional. He is particularly regarded for his pioneering approach to real estate management through his exceptional leadership skills and profound knowledge of the global real estate sector. In April this year, the company announced an increase in revenue to reach AED 149.2 million for the first three months ending 31 March 2021 in comparison to AED 98.8 million for the same period last year. The company also reported an increase in net profit of AED 15.1 million for the first three months ending 31 March 2021 from AED 2.6 million in the same period last year. Saeed Mohammed Al Qatami CEO | DEYAAR DEVELOPMENT 26 Saeed Al Qatami holds over 20 years of experience as a real estate and financial services professional.
50 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME I n February 2021, Majid Al Futtaim released their 2020 results where the company reported revenue of AED32.6 billion and EBITDA of AED3.8 billion, representing declines of 7% and 19%, respectively, driven by the impact of the COVID-19 pan- demic. The company’s assets decreased 6% to approximately AED59.1 billion. From the onset of the pandemic, Majid Al Futtaim adopted a stakeholder-first strategy, including strengthening its en- gagement with governments across all markets in which the company operates to identify and implement measures to minimise the spread of the virus and overcome supply challenges derived from the pandemic. Majid Al Futtaim Chief Executive Of- ficer Alain Bejjani commented on the company’s 2020 results, “Despite the extraordinary events of 2020, Majid Al Futtaim’s full year performance demon- strated the resilience of our people and business model, diverse portfolio, opera- tional agility, proactive investments and prudent financial risk management. “The pandemic has not only been a financial crisis, but an even bigger crisis of trust. We have built our organisa- tion to withstand adverse economic conditions, so our primary focus was on acting swiftly to protect our cus- tomers and employees, as we worked diligently to restore trust and maintain non-negotiable commitments to our sustainable business practices. The fact that we have experienced growth in some of our businesses during a year of unprecedented disruption is a testa- ment to the importance that should always be placed on people, the planet and our collective progress. For me, this is stakeholder capitalism in action, and it makes me optimistic about our future.” I n last 12 months, which was the toughest time for any CEO, any entrepreneur and any company in wake of the Covid-19 pandemic. Samana Developers embraced the challenge, remained resilient and fought the hardest time. There have been many challenges. The major one was the cashflow which was dealt with a conservative planning, improved collections, improved discounts for customers. Construction during the pandemic lockdown was a big challenge because Covid-19 related restrictions, along the weak performance of contractors. We sat down with contractors to think of meeting the construction challenges. We said to contractors that both parties will be losers if we did not complete the projects on time. I think the greatest achievement was the Samana Hills project where the groundbreaking took place in December 2019. Schedule for superstructure completion was October 2020. But by intruding night shifts of conduction workers during the pandemic and making the cashflow available, we were able to achieve the superstructure completion in August 2020.” CEO | MAJID AL FUTTAIM Alain Bejjani 27 CEO | SAMANA DEVELOPERS Imran Farooq 28
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 51 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD A rmed with an MBA in Management from the Lebanese American University, Mohammed’s career has taken him across the Middle East & South East Asia. He took on the role of CEO at Esrar in March 2020 and in the 12 months has worked to expand the brand regionally. Under his leadership, Esrar hired and trained around 90 sales consultants for different projects including the Obhur Park in Jeddah. Esrar is handling the sales and marketing for the project consisting of 8,000 apartments. Furthermore, Mohammed assisted the company develop its own CRM, ERP, dashboard and booking system, it successfully integrated these processes in four of its projects. Esrar also introduced its own app, Wihdaty. The app allows users to check off plan and under construction projects. Mohammed says: “Wihdaty is designed to narrow the gap between Esrar and buyers through a platform where we post real-time updates and pictures about work progress on our projects, keeping the buyers always in the loop.” CEO | ESRAR REAL ESTATE Mohammed Rabih Itani 29 A lan joined Turner & Townsend as a graduate in the company’s UK business, and relocated to help build the Middle East business in 2008. Alan became the Regional Managing Director in 2017 and since taking on the role, they have grown our Middle East business across our key markets (UAE, Oman, and Qatar), growing the team from 340 to 550+, and led Turner & Townsend successful market entry strategy into the Kingdom of Saudi Arabia. Due to the COVID-19 pandemic there has been an unprecedented change and responding to the COVID crisis necessitated a range of changes in company’s approach, to protect their employees, clients, projects, and their wider business. Alan told CBNME: “I made sure that whilst we focussed on crisis management, we never lost sight of the wider agenda. I focussed on positioning well for business recovery – preserving as much talent as possible within the business, keeping a tight control of finances, whilst also securing new revenue streams. In keeping close to our clients, we worked with them to overcome their challenges and deepen the trust they have in us, which has in turn secured us more work.” REGIONAL MANAGING DIRECTOR TURNER & TOWNSEND Alan Talabani 30
52 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME S enan Abdullah Mohammed Juma Al Naboodah is the Managing Director of Al Naboodah Construction Group (ANCG), the construction business of Al Naboodah Group Enterprises (ANGE), one of the UAE’s oldest and most respected family conglomerates with a diverse portfolio of businesses. Under his leadership, ANCG is focused on maintaining its status as one of the leading construction companies in the UAE with a reputation for delivering above client expectations. With a focus on sustainability and quality, ANCG delivers an annual turnover of AED3 billion and has completed works on more than 680 projects to-date including some of the country’s most iconic projects. Senan told CBNME: “The past 12 months has been almost exclusively focused on protecting the health and wellbeing of our workforce whilst maintaining our operations and delivering on our commitments on our projects. Through our comprehensive COVID-19 Management Plan and the hard work of our Operations, SHEQ and Facilities Management teams, we have managed to achieve our objectives. We have kept our projects on track, vaccinated our entire workforce, and kept COVID-19 infection rates to an absolute minimum.” B rian has been practising architecture in the region for over 40 years and has had the privilege of not only seeing the evolution of Dubai into the cosmopolitan city it is today, but also contributing to its amazing growth through such iconic projects as the Dubai Creek Golf & Yacht Club, the One&Only Royal Mirage and Bab Al Shams Desert Resort & Spa. He currently leads a team of 110 within the Dubai, Abu Dhabi, Sharjah and the UK offices. Brian believes the most important part of GAJ is the team of hugely talented and committed individuals - of all disciplines and in all parts of the business - whose support at this difficult time has been nothing short of amazing. “This, without a doubt, has been one of our major suc- cesses over the past 12 months,” he says. “I have always been agreeably surprised and proud to see how my col- leagues at the office take ownership of the projects that they are working on and the extra hours that they com- mit to ensuring that they are executed to the standards we seek. Without this dedication and commitment from them we would not be able to achieve what we do.” MANAGING DIRECTOR AL NABOODAH CONSTRUCTION GROUP Senan Abdullah Mohammed Juma Al Naboodah 32 MANAGING PARTNER GODWIN AUSTEN JOHNSON Brian Johnson 31
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 53 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD N orman Foster is the founder and execu- tive chairman of Foster + Partners, a global studio for architecture, urbanism and design, rooted in sustainability. He believes that the quality of our surroundings affects the quality of our lives, and is driven by his passion for innovation and excellence. Under Norman’s leadership, the company has grown to great heights and has stayed true to his vision of designing projects that promote sustainability. FOUNDER AND EXECUTIVE CHAIRMAN - DESIGN BOARD CHAIRMAN ARCHITECT – DIP.ARCH & CERT. TP, M.ARCH FOSTER + PARTNERS Norman Foster B orn in France, and raised in the US, Donna’s career comprises more than 40 years of project delivery, experience in the Middle East. She has held the title of CEO for nearly 32 years and in 2016 was appointed as its President as well. Under her leadership, KEO, a multi- disciplinary project management, architectural and engineering consulting firm grew from a handful of employees in 1991 to a firm of over 2,500 professional staff with 12 offices located throughout the Middle East Region. Donna is the only female president and CEO of a globally ranked multi- disciplinary, PMC, architectural, engineering and construction firm in the region. Over the years, Donna has been nominated and been selected to receive many achievement awards in recognition of the role she has played in the delivery of iconic and nation building projects. “I have been with KEO for 38 amazing years. KEO has a robust culture of professionalism and mutual respect that has been carefully cultivated over many decades. I hope that during these challenges times, I have contributed as the leader of the organisation to continually nurture the firm culture, creating an environment where our talented staff can thrive and succeed,” she says. A lmabani’s areas of operation include turnkey projects, all aspects of civil construction and electrical & mechanical works. Almabani is also involved in architecture, interior finishing and construction management. The company has an extensive number of projects to its credit. These include development of the Kingdom’s infrastructure, construction of communication networks, construction of large housing projects, prestigious commercial and government buildings, interior refurbishment and decoration of palaces, building of power stations and construction of desalination plants. It is standard practice at Almabani to apply rigorous value engineering techniques to every project, so as to derive the optimum options after thorough analyses of all aspects of design and construction. This, in turn, maximizes value and performance of the project to the clients’ definitive advantage. To achieve the above, Almabani is counting on its own Design and Engineering Department where most of the designs are carried out in-house by a talented team of specialized engineers and architects. PRESIDENT AND CHIEF EXECUTIVE OFFICER KEO CONSULTANTS CEO | ALMABANI Donna Sultan Joseph Daher 33 34 35
54 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME T enable FEC’s Dubai director, Sam Alcock, has over a decade’s experience in a range of fire engineering consultancy roles. Sam joined Tenable FEC’s Oman office as a fire consultant and was tasked with handling Dubai’s operations, an opportunity that allowed him to grow and nurture the business before being officially appointed as Director. In the four years since his appointment, Sam has built a grassroots team made up of local and global talent, established relationships with some of the country’s most renowned developers and consultants, and provided services to some of the UAE’s most iconic projects, including Sheikh Zayed Memorial, Etihad Museum and Zayed National Museum and the AED 2 billion One@Palm Jumeirah. Under the supervision of Sam Alcock, Tenable FEC has built a reputation for delivering some of the region’s most robust and professional fire and life safety strategies, demonstrating the company’s commitment to raising fire engineering consultancy services regionally and further afield. In 2020 and 2021, Tenable FEC consulted on and provided services for some of the region’s most prestigious project, including museums, private islands, Expo 2020 Dubai pavilions and several of Saudi Arabia’s giga-projects. Despite the travel restrictions resulting from COVID-19, the team has also worked and is currently working on several international projects, including Hilton Doubletree in Bahrain, a boutique hotel in Kenya and a hotel and residences in Egypt. Among Sam’s strengths as a leader is his ability to mentor and positively influence his team. He empowers employees to take ownership of their roles and has created a culture of responsibility, in which every employee’s safety-first approach speaks to the importance of the company’s role in achieving fire and life safety and ensuring the preservation of life in the built environment. While Sam’s leadership style has not changed during COVID-19, he has actively assessed every aspect of the business to ensure his team is safe and has placed equal focus on employees’ physical and mental health. For the majority of Tenable FEC’s employees, working from home has been a new experience. Having worked alone for a period when establishing the Dubai office, Sam is acutely aware that remote working challenges are not limited to logistics. He, therefore, has ensured his open-door policy evolved to become a virtual open-door policy. 36 Sam Alcock DUBAI DIRECTOR | TENABLE FEC UNDER THE SUPERVISION OF SAM ALCOCK, TENABLE FEC HAS BUILT A REPUTATION FOR DELIVERING SOME OF THE REGION’S MOST ROBUST AND PROFESSIONAL FIRE AND LIFE SAFETY STRATEGIES.
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56 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME S ince its formation in 1974, HOTECC has achieved an impressive 40-year legacy of meeting its customers’ requirements and exceed- ing their expectations. HOTECC is proud of its reputation as a Grade One construction, contracting and commercial company in Kuwait and the Middle East. Growing in a measured and managed series of intelligent investments, HOTECC owes many elements to its success today. Under the leadership of Jamal, HOTECC is at the forefront of Kuwait’s oil and gas development and infrastructural modernisation. Strategies of diversification and international alliances shaping the growth of the enterprise today. “We pride ourselves in enabling world-leading organisations to achieve their targets in the country. HOTECC foresees further diversification as a solid platform for growth in the years ahead – yet also remains staunchly committed to the fields of expertise in which its acumen is persistently demon- strated,” says Jamal. CEO | HOT ENGINEERING & CONSTRUCTION CO. (HOTECC) Jamal N. Al-Houti F rancis joined Losberger De Boer in 1999 as an account manager. In 2018, she stepped into the role of managing director, overseeing international projects with a focus on those countries without a dedicated business unit in-country. In 2019, her role expanded to include the Middle East, including the UAE, Saudi Arabia, and Qatar. As COVID-19 spread across the regions in which Losberger De Boer operates, the company recognised that flexibility and adaptability would be essential in achieving continued success. The past twelve months have been more unpredictable than the previous years; Losberger De Boer saw the events landscape change significantly in a truly short period of time, with live entertainment, sporting and business events being cancelled or postponed. Francis encouraged the team to be proactive in adapting its core products to provide customers with solutions that help them address changing guidelines and regulations. Losberger De Boer was well-positioned to take decisions quickly on how to pivot its existing solutions into new applications. For example, Losberger De Boer structures are being utilised as COVID-19 PCR testing facilities, vaccination centres and expanded warehouse solutions to meet the increased demand for online shopping. Throughout the pandemic, Francis and the Losberger De Boer team worked closely with customers, governments, and health authorities to adapt the company’s structures, which enabled them to offer solutions that address the challenges countries and organisations have faced over the last twelve months. Simultaneously, Losberger De Boer has continued to prepare for when large-scale, live events will become possible again. In preparation, the events specialist has been dedicating resources to exploring how the events industry can make event spaces safer, looking at how space can be added, people flow and event routing, entrances, and technologies to make shared spaces cleaner to decrease the risk of cross-contamination. One of Losberger De Boer’s major successes over the past twelve months has been its capacity to innovate, offering practical solutions that address the challenges customers are facing. MANAGING DIRECTOR INTERNATIONAL PROJECTS & MIDDLE EAST | LOSBERGER DE BOER Francis Scholten 37 38
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 57 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD A bdullah Al Sudairy, CEO at Amlak International since 2007, has brought about a great deal of change in the company. During his time, the real estate finance company has boosted their technological advantages to streamline tech- nology platform, which allows Amlak to quickly approve and disburse lending products without compromising on strict risk management processes and high credit quality criteria. In 2019, Amlak International achieved revenue of SAR 296 million, and earnings before tax (“EBT”) of SAR 102 million at a highly competitive margin of 34.4%. In Q1 2020, the company’s revenue was SAR 75 million and EBT of SAR 33 million, at a very strong margin of 44%. Abdullah told CBNME: “At Amlak, we have proved that we have the agility, the systems and the people to serve each of those priorities. Looking ahead, we will remain flexible in the industries that we lend to, taking advantage of new economic trends while mitigating the risk of exposure to sectors that may experience long-term stress.” CEO | AMLAK INTERNATIONAL Abdullah Al Sudairy A listair is based in Black & White’s Dubai HQ and has been with the company for the last 8 years. The last 12 months have brought their own unique challenges with the continued Covid pandemic, but this has proven the systems and IT software / hardware solutions that have been implemented, by making this time the most profitable and productive in B&W history. To assist in the optimisation of the business, not just within the Middle East, but also within Europe and APAC, the following strategies have been championed out of the Dubai HQ with overall leadership from Alistair: i Net Zero Carbon i Training i Frameworks i Expanding the B&W offering i Utilisation of cloud-based technology i Crystallisation of a 5-year plan REGIONAL DIRECTOR, MIDDLE EAST, AFRICA, EX-SOVIET STATES AND INDIA BLACK & WHITE ENGINEERING Alistair Davis 42 39 A s Managing Director of AESG, Saeed Al Abbar founded the company in the year 2010 and has built AESG into one of the Middle East and Europe’s largest and most respected specialist consultancy, engineering and advisory firms with a core focus on sustainable urban development. Under Saeed’s leadership, AESG has invested significantly in the engineering tools of the future, most notably in computer generated design which we are now utilizing across our projects. Furthermore, Saeed has led the chard in launching the ‘Pathway to Net Zero’ to advance the region’s uptake of a sustainable built environment. This will be applied free of cost to all of the company’s design projects to increase the uptake of green buildings. MANAGING DIRECTOR | AESG Saeed Al Abbar 40 E ducated at Oxford University, Omar co-chaired the Group from 2006 to 2017 and became the sole chair upon the passing of its founder Abdel Mohsen Al-Qattan. Omar’s career has included many years in the film and television industry, and wide-ranging philanthropic interests across the region, with a particular interest in institution- building in the fields of education and culture. As a co-founding chair of two major institutions, including the family charity AM Qattan Foundation, he brings thirty years of experience in institutional governance, strategy, leadership, and financial management. CHAIRMAN | AL HANI Omar Al-Qattan 41
58 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME R aja Alameddine was appointed as the CEO of LRED in 2021 and has over two decades of investment banking and real estate development experience. This will help further enhance Lootah’s real estate offerings, while also assessing their strategy for expansion into new markets and development of new product portfolios. As one of the most trusted real estate developers and a pioneer in creating distinctive homes, Lootah Real Estate Development (LRED) delivered the Living Garden II development. The project, located in the sprawling suburban neighborhood of Jumeirah Village Circle (JVC), offers state-of-the-art facilities combining modern styles with the influence of nature. The property offers over 100 expertly crafted, yet affordable, studios, one-bedroom and two-bedroom apartments with living spaces ranging from 500 to 1300 sq. ft. Another project delivered in the last year included Edge, at the heart of Dubai Investment Park (DIP) with spectacular amenities such as the aesthetic landscaped gardens, a state-of-the-art recreation centre, swimming pools, jogging tracks and facilities that include a shopping centre and play areas for children. Lastly, the developer has also created a retail complex in the Ewan Community, a 14,000-square-ft lifestyle retail hub, located in Dubai Investment Park, offering supermarkets, retail shops and dining experiences. LRED also added more amenities to Ewan Residences community including playgrounds and fountains, shaded recreational areas, enhanced jogging tracks, and professional landscape works. Additionally, LRED launched Real Share, a real-estate investment portal that allows ‘fractional ownership’ of properties. This breakthrough in real estate investment creates a platform accessible to all investors, especially inviting first-time investors, who wish to access the real estate market, gain asset appreciation, and earn monthly rental income through the ownership of property. Powered by SmartCrowd, it is MENA’s first DFSA and DIFC regulated real estate investment platform. The platform aims to innovate the way real estate investment works, create a viable and secure means to facilitate property transactions, and allow foreign and local investors to buy and share real estate interests remotely and enjoy annual returns ranging from 6 to 9 per cent. Raja told CBNME: “My focus for this year is to launch highly targeted developments that provide solutions to explicit needs in the market. Our developments will be driven with an emphasis on creative lifestyle design, superb build quality, the adoption of sustainability and smart solutions that create incredible living experiences for our customers.” 43 Raja Alameddine CEO | LOOTAH REAL ESTATE DEVELOPMENT
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 59 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD A ccording to the profile on their website, Sarooj Construction has been operating in Oman since 1976 and was re-struc- tured in 2006. It has an estab- lished track-record and leading reputation for the provision of Earthworks, Geo-technical, Marine, Infrastructure, Airports, Roads, Buildings, Electrical & Mechanical Works and Site Temporary Facilities to the Oil & Gas and other construction industries in Oman. Sarooj has 43 years of experience working in Oman on major Infrastructure projects and oilfield services for leading operating companies such as Petroleum Development Oman (Shell), British Petroleum (BP), OOCEP, Occidental and Total and has been involved in most of the flagship infrastructure projects in Oman such as Musandam Gas Plant, Musandam Independent Power Plant, Nimr Water Treatment Plant, Shinas Port, Al Mouj Resort, Madha Road and Haima Airstrip. M att joined SSH in July 2013, when he was tasked with opening the company’s Qatar office as Resident Director. In early 2014, he became Man- aging Director for all SSH’s territories, excluding Kuwait. Matt became Chief Operat- ing Officer of SSH across all territories, overseeing the company’s divisional reports for the Building, Infrastructure and Construction Services divisions. In this role, he not only spearheaded the diver- sification of revenue streams across SSH’s regional and international markets, he also drove the expansion of the company’s project portfolio across its territories. In 2017, Matt was appointed as Chief Executive Officer of SSH and aims to strengthen the company’s position as a trusted collaborator to its clients and strategic partners, as well as encourage new business. DIRECTOR SAROOJ CONSTRUCTION COMPANY Simon Karam CEO | SSH Matt Squires 44 45 A R Suresh Kumar joined Voltas as a management trainee over three decades ago (1988). For the most part of the 1990s, as the operations head, he was involved in the design, planning and project execution of air-conditioning systems and building management for wide range of projects in India. He moved to the GCC (KSA) in the year 1998 and worked on MEP projects, air- conditioning projects and maintenance services. Had also set up elevator division and made a breakthrough in this business. In the year 2018, AR Suresh Kumar took over the responsibility of Corporate Business Development for the Organization and became Head of International Operations handling the Electromechanical Business, headquartered in Dubai, along with Voltas entities outside India. During his tenure, AR Suresh Kumar is a firm believer of the use of digital tools which resulted in the formation of the Centre of Excellence. VICE PRESIDENT & HEAD IOBG VOLTAS AR Suresh Kumar 46
60 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME B enoy Kurien is the Group CEO at Al Hamra and has been the driving force behind the company’s successful growth. Under his leadership last year, Al Hamra effectively enhanced customer centric products and initiatives as pandemic presented new opportunities to evaluate the offerings. Al Hamra has also unveiled the Promenade, a 10,000 square metres premier waterfront lifestyle and leisure destination situated in Manar Mall in the heart of Ras Al Khaimah. Recognising the need for adding co- working space in the new reality, Al Hamra revamped ‘The Sailing Club of Ras Al Khaimah’ with a new concept and opened it under a brand-new identity as the Clubhouse, providing residents and entrepreneurs a vibrant working environment. Planned to launch later this year, Al Hamra is also evaluating the development of new residential projects and undertaking refurbishment of hospitality assets. Al Hamra will continue to create world-class facilities and deliver unparalleled lifestyle experiences across the portfolio that support Ras Al Khaimah’s transition to a more sustainable and resilient economy. A s President and CEO for CRTKL, Kim Heartwell leads the firmwide vision and market growth strategies with a nuanced understanding of making organizations thrive. Her lasting commitment to CRTKL is evident. In her three decades at the firm, she has held numerous positions – from junior architect to D.C. office leader to global Workplace practice leader. Specifically, her expertise in workplace design, change management, and mobility strategies for complex organizations will directly influence the growth and advancement of CRTKL as it expands its footprint. Kim’s tenure with the company has led to some of the most impactful workplace projects, growing the business into an impressive global force. She has a genuine affinity for working with complex corporations and agencies to create spaces that unify and exemplify her clients’ mission-focused environments that boost morale, increase efficiency, facilitate communication and collaboration, and incorporate green principles. CEO | AL HAMRA PRESIDENT & CEO | CALLISONRTKL Benoy Kurien Kim Heartwell M aher role in Sweid & Sweid is to work with multinational corporates to provide bespoke solutions that activate them into making a long-term commitment to Dubai, as well as offering value and substantial returns for their investor base on attractive developments both here in Dubai and in the United States - leading the international growth and expansion of our business. “In the last 12 months we have taken our boutique Dubai firm global, and we have worked extremely hard to establish our presence in the United States,” said Maher. As a business that was founded in Dubai in 2006, they have been able to gain traction in the United States in a short period of time has been seen as quite an achieve- ment. In particular, the handover of the first units of The Haywood in Texas last month, with their second project just announced and more to follow, the journey has just started for Sweid & Sweid in the United States. “We are bringing the unique qualities of a Dubai devel- oper to the US, and our product, our attention to detail and the way in which we conduct business, have been extremely well received by our partners, stakeholders, and investors globally,” Maher concluded. MANAGING PARTNER | SWEID & SWEID Maher Sweid 47 48 49
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62 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME A l Mouj Muscat is Oman’s first and leading oceanfront community that is a class apart and has no comparable competition. The award-winning master plan defines a luxury lifestyle and leisure destination in the heart of Muscat that naturally connects people, businesses, and cultures to create a thriving community that is positively integrated with a sustainable environment. Nasser bin Masoud Al Sheibani, CEO of Al Mouj Muscat, said; “As the Sultanate’s first integrated residential development, incorporating over 6,000 new homes, a 400-berth marina, an 18-hole PGA championship golf course that is listed in the world’s top 100, luxury and authentic hospitality and vibrant retail, leisure and dining opportunities, Al Mouj Muscat urges families and individuals to live life to the fullest, do better, see more and live richer. Here, every moment spent, every opportunity explored, is life Inspired.” 50 51 53 52 A l Mouj Muscat is Oman’s first and leading oceanfront community that is a class apart and has no comparable competition. The award-winning master plan defines a luxury lifestyle and leisure destination in the heart of Muscat that naturally connects people, businesses, and cultures to create a thriving community that is positively integrated with a sustainable environment. Nasser bin Masoud Al Sheibani, CEO of Al Mouj Muscat, said; “As the Sultanate’s first integrated residential development, incorporating over 6,000 new homes, a 400-berth marina, an 18-hole PGA championship golf course that is listed in the world’s top 100, luxury and authentic hospitality and vibrant retail, leisure and dining opportunities, Al Mouj Muscat urges families and individuals to live life to the fullest, do better, see more and live richer. Here, every moment spent, every opportunity explored, is life Inspired.” A l Mouj Muscat is Oman’s first and leading oceanfront commu- nity that is a class apart and has no comparable competition. The award-winning master plan defines a luxury lifestyle and leisure destination in the heart of Muscat that naturally connects people, businesses, and cultures to create a thriving community that is positively integrated with a sustainable environ- ment. Nasser bin Masoud Al Sheibani, CEO of Al Mouj Muscat, said; “As the Sultanate’s first integrated residential development, incorporating over 6,000 new homes, a 400-berth marina, an 18- hole PGA championship golf course that is listed in the world’s top 100, luxury and authentic hospitality and vibrant retail, leisure and dining opportunities, Al Mouj Muscat urges families and individuals to live life to the fullest, do better, see more and live richer. Here, every moment spent, every opportunity explored, is life Inspired.” S ami works with the Board to set the strategy of the Group and takes ultimate responsibility for the oper- ational and financial performance of Petrofac. He is also integrally involved with the Group’s direction on sustainability and health and safety. On January 1st 2021, Sami was appointed as Group CEO at Petrofac International. Sami has more than 30 years’ international experience in both oilfield and upstream E&P companies. Prior to joining Petrofac Sami held leadership roles with Schlumberger, BG Group, and Shell. Nasser bin Masoud Al Sheibani Jae-Hyun Ahn Tareq F. Kawash Sami Iskander CEO | AL MOUJ MUSCAT PRESIDENT & CEO | SK ECOPLANT SENIOR VICE PRESIDENT, EUROPE, MIDDLE EAST AND AFRICA | MCDERMOTT GROUP CEO | PETROFAC INTERNATIONAL
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 63 RECOGNIZING KEY PLAYERS IN THE CONSTRUCTION FIELD A s CEO of Seven Tides, Bin Sulayem has taken overall responsibility for the company’s luxurious portfolio of resi- dential, commercial and resort properties. This currently includes: Anantara The Palm Dubai Residences, a luxurious residential property forming part of the Anantara The Palm Dubai Resort; Oaks Ibn Battuta Gate Dubai Hotel, The Residences at Ibn Battuta Gate and The Offices at Ibn Battuta Gate; Oceana Residences on Palm Jumeirah; Discovery Gardens, a modern residential community located in Jebel Ali; the flagship DUKES London and DUKES The Palm, A Royal Hideaway Hotel; as well as Dubai Heights Academy, a 1,845-capacity British curriculum school located in Al Barsha. With focus on expanding the existing Dubai footprint, and under Bin Sulayem’s leadership, Seven Tides launched SE7EN Residences The Palm, later rebranded to Seven Palm, and SEVEN CITY JLT, its first mixed-use development. The Seven brand marks a new direction for the extended space. With an emphasis on lifestyle and experience, it is positioned to appeal to young executives. A min Alarrayed is a prominent leader in the real estate industry with over 20 years of experi- ence in banking, real estate investment and real estate development. Alarrayed joined Edamah as Chief Executive Officer (CEO) in July 2018, to strengthen the investment environment in the real estate sector in charge of the implementing Edamah’s strategic objectives, maximising operational perfor- mance and the management a diversified portfolio of real estate assets on a local level; striving to contribute to the transformation the Kingdom’s diverse and dy- namic property sector. O sman joined DeSimone in 2004 and has headed the firm’s Abu Dhabi office since 2011. Osman has 24 years of exten- sive industry experience. His expertise features designing stadiums, long span roofs and high-rise structures in New York and around the world. During his time at DeSimone, Osman has worked on several large-scale projects. His experience includes Project Manager for the Regent Emirates Pearl Hotel (a 55-story twisting hotel tower), Project Manager for the Al Hilal Bank Tower (one million square feet tower Class A office building) on Al Maryah Island in Abu Dhabi and Sheikh Khalifa Mosque. Osman received his bachelor’s degree from Ain Shams University in Cairo, Egypt and his Master’s degree from Stevens Institute of Technology in Hoboken, New Jersey. Osman is an active member of American Society of Civil Engineers, American Concrete Institute and American Institute of Steel Construction. S ridhar has been at the helm of Galfar since March 2012 and is leading the firm in executing projects to the highest standards of safety and quality. Sridhar completed his master’s in mechanical engineering from PSG College of Technology (Coimbatore, India), followed by an MBA in business administration and management from the University of Bedfordshire (Luton, England). Under his leadership, Galfar has grown to be a reliable EPC contractor and has the expertise to undertake engineering, procurement and construction projects that involves civil, mechanical, electrical and instrumentation disciplines. Sridhar says: “Galfar has established itself as a reputed company in the construction industry in UAE, thanks to its continuing commitment to safety, quality and environment standards. Our work force is guided by a team of highly experienced professionals who derive support from efficient and modern personnel management, materials procurement, project planning and data processing systems and a fleet of versatile equipment and vehicles.” CEO | SEVEN TIDES CEO | EDAMAH MANAGING PRINCIPAL | DESIMONE CONSULTING ENGINEERS CEO | GALFAR ENGINEERING & CONTRACTING W.L.L. EMIRATES Abdulla Bin Sulayem Amin Alarrayed Ahmed M. Osman Sridhar Chinnasami 56 57 54 55
64 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM POWER 60 CBNME A kshara Global Real Estate Development, a family owned company, has in a short span of time covered enormous ground, thereby establishing its place as a leading real estate developer in Dubai. Sundeep Tolani, CEO and Founder of Akshara Global, has over three decades of entrepreneurial experience in the Middle East and Africa Region, and has built a multinational company spanning three continents. Hi diverse background has been instrumental in helping him view the real estate industry in Dubai on a global scale. The company is one of the fastest growing entities in the realty sector that offers luxury at an affordable price. Akshara Global’s management team combines decades of international construction experience, and it carefully oversees every aspect of the development through design, marketing, construction, and commitment to quality. I n April 2019, Jubail Island Investment Company announced the launch of its AED 5bn Jubail Island project. Sprawled across 4,000 hectares of mangrove forests and coastal estuaries with more than 30 km of waterfront, Jubail Island will be home to 6 distinct village communities, with deliberately bespoke, breathtakingly picturesque residential areas and community facilities. At the time of the launch, Mounir Haidar, Managing Director of JIIC, said: “Jubail Island will cater to families, wellness, wildlife and nature enthusiasts, including water sports activities as well as offering a unique quality of life for homeowners and visitors alike. With its wide variety of residential, retail, hospitality, entertainment, and education offerings, the project is poised to become an important contributor to the Abu Dhabi real estate market in line with the objectives of the Abu Dhabi Economic Vision 2030.” M ansour bin Madi possess more than 30 years of leadership and practical experience in the finan- cial sector, during which he worked on strategizing , planning and launching various financial and funding products and solutions as well as leading major digital projects on both local and international levels. He has held many positions, the last of which was his assignment as the GM of the Real Estate Development Fund. During his period, Mansour bin Madi has led the Real Estate Development Fund to significant achievements that contributed to realizing the goals of the Saudi housing program, where by the Real estate development fund found new innovative methods to accommodate a 15 years long waiting list in just 3 years to achieve the 2020 (60%) Saudi housing target, through a new loaning program “the subsidized loan”, growing significantly from 47% in 2017. More than 487,000 Saudi families benefited from the financing and housing programs provided by the “subsidized loan” in various regions of the Kingdom until the end of the first quarter of 2021. CEO | REAL ESTATE DEVELOPMENT FUND (KSA) Mansour bin Madi 58 CEO AND FOUNDER AKSHARA GLOBAL MANAGING DIRECTOR JUBAIL ISLAND INVESTMENT COMPANY Sundeep Tolani Mounir Haidar 59 60
66 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM TALKING POINT CBNME S ustainability is an essential design philosophy that influences the construction sphere within the Middle East. The implementation of green energy, eco-friendly strategies, and sustainable rating measures have significantly affected the way that the region drives development long-term. In fact, sustainability and green strategies have the power to unlock close to US$3 trillion in economic development by 2030, which is why cities such as Dubai and Abu Dhabi are leading the way. With rising energy demand and in- creased urbanisation, developers are also focusing on sustainability from a strategic perspective. Along with green materials and natural landscaping, sustainability is being driven right from the planning stage. The top architecture firms in Dubai, such as Prasoon Design, are specialising in planning the right layout, orientation, methodology, and approach to ensure long-term sustainability. The region has historically focused on introducing new measures and guidelines to implement eco-friendlier design and construction. Using indigenous materials, new technologies, and recycled compo- nents, the Middle East’s architects are redefining the limits of sustainability. They are innovating not only on the aesthetics front but also in the longevity and ecologi- cal balance sphere as well. Impacting Policymaking in the Region The construction industry in the Middle East works within specific guidelines that govern its practices across residential, commercial, industrial, and infrastructure spheres. In terms of policymaking, sustainability is a key driver of the region’s long-term goals and vision. Saudi Arabia and UAE’s Vision 2030 includes plans to enhance renewable supply by 30%, with Dubai focusing on 75% clean energy by 2050. Sustainability also shapes many of the policies around energy consumption, the use of new technologies, innovative materials, and novel construction practices. Sustainability is helping drive the industry forward by aiding in the formation of longevity-focused guidelines. The Pearl rating system is the ideal example of this, giving developers points for specific objectives that can be analysed and approved during development. Promoting the Use of eco-friendly Measures The construction industry is one of the few ecosystems worldwide that THINKING LONG-TERM Sustainability
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 67 SUSTAINABILITY | THINKING LONG-TERM can radically transform the scope of sustainability within a region. With the industry accounting for 38% of carbon emissions, it is important to leverage the right construction methodologies and waste management strategies to ensure long-term sustainability. In fact, the construction industry has the potential to reach net-zero carbon emissions by 2050 if it follows the right practices and guidelines for sustainable development. The construction industry in the Middle East can lead the way in achieving the region’s targets of sustainability, energy consumption, and renewable energy use. Architecture firms Dubai and Abu Dhabi based are actively working with govern- ment entities, developers, and construc- tion material suppliers, to ensure that new projects are aligned with the region’s overall sustainability vision. Improving adaptability to new challenges Many of the key challenges of the next few decades are going to be around sustainability and energy consumption. With the summer months accounting for 50-60% of energy use within buildings, it is important to design all future iterations of residential and construction projects to be self-sustaining. Whether through solar, wind, or an eco-friendly hybrid model, energy generation and utilisation would have to be optimised long-term. The circular nature of construction means that developers need to focus on the entire lifecycle of the project. To im- plement truly impactful initiatives, such as zero waste, recycling, ecological balance, natural landscaping, zero emissions, and resource efficiency, developers need to be adaptable to new challenges. Developers that overcome challenges of the future in the present are also more likely to attract investment within the region for large- scale construction projects. Innovative Materials Use within the Region The construction industry is a highly innovative sphere within the Middle East, focusing on using the best materials that are sustainable, aesthetically pleasing, and durable. High-performance concrete, nanoparticles, cross-laminated timber, 3D graphene, and other innovative materi- als are shaping the way for the future of development. The region’s focus on lever- aging these new materials is unmatched, with many new projects being designed keeping these high-insulating and low- maintenance materials in mind. Additionally, innovative materials are easier to store, manage, and dispose of. They are highly sustainable by design and can be recycled or demolished without releasing toxic emissions or harmful compounds in the air. With C&D waste accounting for 70% of total waste gener- ated in the UAE, it is important to use the right materials to ensure long-term sustainability within Middle Eastern countries. Influencing design aesthetics through sustainability Some of the most architecturally complex and aesthetically advanced projects are being designed in the Middle East owing to the region’s focus on sustainability. New geometries, shapes, layouts, and styles are being innovated to ensure that projects capture as much natural energy as possible. The balance between ecology and construction is also being promoted through sustainable architecture in the region as well. From the exterior façade to the interior finishes, the use of innovative strategies is the key to sustainable development in the region. Both active and passive strategies are being leveraged to accomplish the goals of the construction project, with developers focusing on the right tech- niques to optimise energy management. Through key initiatives, such as rainwater harvesting, recycled materials, re-using of resources, solar, and water management, buildings are emerging both aesthetically superior and eco-friendlier.
68 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM OP-ED CBNME D espite the challenges emerging from the Covid-19 crisis, the renewable energy industry has stood resilient. Cost reduction and sustainability policies have created an exciting investor landscape while also driving the growth of renewables, which are set to account for 95% of the net increase in global power capacity through 2025. From cost-competitive niche technologies in biomass to utility-scale solar, net- zero initiatives and wind deployments, and commercial-range waste-to-energy power generation, renewables are fast emerging as cost-competitive alternatives to conventional energy technologies worldwide. The initiatives and plans put forth by the European Union and emerging Asian economies are likely to further the development of renewables across global markets. During our recent Renewables and Clean Energy week, the International Renewable Energy Agency (IRENA) report was referenced. In that report, it highlighted that scaling up public and private energy spending could triple the number of jobs in renewables to 30 million by 2030. It also stated that it would create three times more jobs for every million dollars invested in renewables than in fossil fuel, further underscoring the importance of this sector to the broader economy. Research from Middle East Energy has revealed 83 GW of renewable and clean energy capacity, mainly solar and wind power, is planned across the Middle East and North Africa (MENA) region within the next 20 years. Additionally, more than AED 55 billion of solar power projects are expected to become operational by 2026. As such, the region is to become a market leader in renewable and clean energy due to well-designed auctions, favourable financing conditions, and declining technology costs, all contributing to bringing renewables into the mainstream. The Middle East’s market-leading position in the renewable and clean energy sector CLAUDIA KONIECZNA EXHIBITION DIRECTOR, MIDDLE EAST ENERGY BRINGING RENEWABLES INTO THE MAINSTREAM “THE REGION IS TO BECOME A MARKET LEADER IN RENEWABLE AND CLEAN ENERGY DUE TO WELL-DESIGNED AUCTIONS, FAVOURABLE FINANCING CONDITIONS, AND DECLINING TECHNOLOGY COSTS, ALL CONTRIBUTING TO BRINGING RENEWABLES INTO THE MAINSTREAM.”
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 69 BRINGING RENEWABLES INTO THE MAINSTREAM | MIDDLE EAST ENERGY Furthermore, we expect renewable and clean energy to account for 34% of to- tal power sector investments across the MENA region in the next five years. Naturally, with the demand for new power capacity increasing in the region, one of the hot topics of discussion is renewable and clean energy and how countries are advancing initiatives in this sector. In the GCC, the UAE remains a leader in energy transition thanks to a robust pipeline of developments. These include the 2GW Al Dhafra solar power project in Abu Dhabi, which will eventually power 160,000 homes, and the 1.5GW PV3 project, also in the capital. In Dubai, the fourth and fifth phases of the Mohammed bin Rashid Al Maktoum (MBR) solar facility are under develop- ment. Once completed, the MBR plant will be the world’s largest single-site solar installation, with a planned total capacity of 5GW when fully operational by 2030. Putting those figures in context, 1GW is equal to 3.125 million photovoltaic panels. We have also seen the solar tariff gradually decrease in the region in recent years, which was underscored during the financing the energy transition session. We’ve witnessed prices decline from 1.69 cents/kWh in November 2019 to 1.35 cents/kWh in April 2020, courtesy of the Al Dhafra Solar PV project in Abu Dha- bi. Last month (April), it was announced Saudi Arabia had signed power purchase agreements (PPAs) for two photovoltaic (PV) solar projects, setting the latest world record for solar tariff at just over one cent per kilowatt-hour. The importance of the renewables and clean sector, and the anticipated growth, was recently underscored in the report “COVID-19 Impact on Renewable Energy Market – Global Forecast to 2021”. The findings revealed revenue generated from renewable and clean energy is expected to increase from AED 675 billion in 2020 to AED 829 billion in 2021, representing a 22% increase. The report also highlighted the opportunities for utilities to transition to 100% renewable energy following declining demand for energy, fossil and transport fuel, despite uncertainties in the market regarding new investments and business strategies resulting from COVID-19. Middle East Energy (MEE) is this year taking place as a virtual event. The month-long programme has four elements with four individual sector weeks focused on Renewable & Clean Energy, Transmission & Distribution, Critical & Back-up Power, and Energy Consumption & Management. “THE IMPORTANCE OF THE RENEWABLES AND CLEAN SECTOR, AND THE ANTICIPATED GROWTH, WAS RECENTLY UNDERSCORED IN THE REPORT “COVID-19 IMPACT ON RENEWABLE ENERGY MARKET – GLOBAL FORECAST TO 2021”.
70 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM C onstruction Business News ME spoke with Richard on the future of construction and how Bentley Systems solutions are providing a more efficient and effective way of doing construction projects. Richard Humphrey is vice president of construction product management at Bentley, focused on delivering construction solutions. He has more than 20 years of high-tech marketing and product management experience, most recently as the vice president of marketing at B2W Software, where he drove marketing strategy for heavy civil construction products. DELIVERING SUCCESSFUL SOLUTIONS Bentley’s construction offering revolves around SYNCHRO Construction. SYNCHRO is Bentley’s purpose-built construction management platform that addresses a broad range of construction workflows—from preconstruction planning through construction execution. The goal is to help construction firms win more projects and improve their delivery and profits by helping more easily and affordably plan and manage people, materials, and equipment. SYNCHRO is specifically tuned to enable heavy civil and infrastructure projects overcome problems that have generally not been well addressed by software vendors. “Our users want to know how they can take all the design information coming from products—including Bentley’s design authoring applications, Bentley’s ProjectWise, engineering document management system, or other design authoring solutions—and aggregate that data into one place. SYNCHRO provides that one place to manage all that data and create a construction model. SYNCHRO 4D manages models very well, leading 4D/5D construction modeling solution on the market. Our users leverage it to win projects by pulling in that siloed data.” “Our users look into how they can come up with the best preconstruction plan in terms of cost and schedule, optimizing these plans in one model- based environment (or non-model based if the model data is not available). They can create the plans, visualizing and simulating them to avoid errors and DIGITAL CBNME VICE PRESIDENT - CONSTRUCTION, BENTLEY SYSTEM RICHARD HUMPHREY, In conversation with IN CONSTRUCTION NEXT/EVOLUTION
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 71 NEXT EVOLUTION IN CONSTRUCTION | RICHARD HUMPHREY, VICE PRESIDENT – CONSTRUCTION, BENTLEY SYSTEMS optimize in a virtual environment so that mistakes are not made in the field. Then, they move that plan into the next phase, which is how they can optimize the delivery and ensure that they remain in control of the project.” “Our other SYNCHRO products are SYNCHRO Control for project management and SYNCHRO Field for field management. These applications offer document controls, model viewing, schedule collaboration, and task management, such as issues, RFI observations, daily logs from the field, as well as business analytics, project performance analytics, dashboards, and reporting,” explained Richard. “SYNCHRO pulls in data from the pre-construction phase, and our field application enables users to pull in data from the field using a mobile experience that provides access to all the data,” added Richard. Whether they are using documents or models, the information is delivered in an easy user interface, which they can use for daily logs, time and material tracking in the field, and progress and status tracking, and quality and safety inspections. Bentley added SYNCHRO to its portfolio through an acquisition, and recently acquired E7 that enhances what SYNCHRO Field does. E7 focuses on superintendents and field staff who drive operations and ensure that clients can capture project performance in the field. With SYNCHRO, Bentley targets all industry segments, but are especially focused on the heavy civil infrastructure space. Specifically, heavy civil (horizontal) infrastructure construction projects have many of the same problems and processes as vertical building projects but in a different context (linear/ spatial): environmental conditions and surprises (versus more controlled building environments); projects can’t disrupt surrounding infrastructure from operating; complexity in spatial logistics and resource management; and projects that often need to meet public requirements for transparency, sustainability, and accountability. “We have added some significant capabilities to SYNCHRO that address specific problems that our users face on their infrastructure projects. We focus on spatiality logistics and managing the equipment and resources to effectively deliver projects using 4D and 5D modeling. SYNCHRO is the only solution that can split up linear models into work areas and turn specific model objects into constructable components to accommodate project phasing and means and methods without having to revert to the original design authoring tools. Across SYNCHRO, all data is geospatially referenced, which is critical to managing the spatial logistics inherent in infrastructure projects. Note that these unique capabilities are also helping our building and industrial plant users,” said Richard. PROJECTS Allegiant Stadium Mortenson | McCarthy used SYNCHRO’s 4D components to design a complicated stadium project and integrate all of the data. By integrating the model formats into one aggregate model, Mortenson | McCarthy could organize and coordinate the capabilities of SYNCHRO to make the project possible. SYNCHRO help them optimize the design and deliver the project on time to meet the start of the 2020 NFL season. Next Evolution in Construction The construction sector is one of the last industries to digitalize its workflows (only ahead of hunting/agriculture) per McKinsey. The industry is transforming slowly from automating task-based workflows to 3D/4D/5D model-based workflows (BIM), a change that has been in the works for the past decade. Mortenson McCarthy Allegiant Stadium “OUR USERS WANT TO KNOW HOW THEY CAN TAKE ALL THE DESIGN INFORMATION COMING FROM PRODUCTS—INCLUDING BENTLEY’S DESIGN AUTHORING APPLICATIONS, BENTLEY’S PROJECTWISE, ENGINEERING DOCUMENT MANAGEMENT SYSTEM, OR OTHER DESIGN AUTHORING SOLUTIONS—AND AGGREGATE THAT DATA INTO ONE PLACE.” >>>
72 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM According to a recent Dodge Data report, 34% of civil infrastructure construction firms and 57% of vertical building construction firms are using model- based workflows. This statistic indicates that the transformation to model-based workflows is still in progress and there is a disparity between industry segments. It is significant that the civil sector is behind, given the impending infrastructure spending bill in the United States. On horizontal projects, owners and construction firms have the same issues related to cost, budget, and risk, and also follow roughly the same process flow as buildings. The difference is the context in which the projects are completed—the linear and/or spatial context in which workflows occur. This context is also the source of complexity, making managing equipment and resource logistics the key to success. Heavy civil projects are notable for their large scale, their need to deal with existing conditions, fewer subcontractors, and production often being defined by moving materials (earthwork, concrete, asphalt). So, how are these differences being addressed and what is the outlook for the U.S. civil construction sector? The next phase of this technology evolution is from static BIM models to live digital twins that connect the 4D/5D model to real-time data from the construction sites. This phase enables greater transformation of workflows with significant increase in efficiencies and project insights, which enables faster data-driven decisions to keep the project in control in terms of cost, schedule, and quality. In the construction software and technology market, there is a noticeable uptake in technology among construction firms. More construction firms are going digital to automate workflows and, in some cases, transform their workflows to drive greater efficiencies, collaboration, and project insights. VDC, BIM, mobile project management applications, and the use of the Internet of Things is on the rise. “There are, however, gaps in the uptake depending on geography and industry segment. For example, most of the investment in digital technologies has been focused on solving the complexity associated with delivering vertical/ building projects. Also, we now see specific countries driving standards for digital construction, much like the U.K. BIM standards,” said Richard. Software companies, such as Bentley, are building construction platforms that enable construction firms to scale how they work depending on the data that they have access. SYNCHRO Construction is the Bentley construction platform that enables a broad set of workflows to be delivered either in 2D workflows or scales to a 4D/5D design- build digital twins. They reduce the barrier to construction firms leveraging a solution that can be used on all projects—independent of whether they will deploy BIM or digital twin processes on a job. The key is that the digital twin is one more significant step to construction realizing significant benefits from technology-driven workflows that provide the ROI/value needed for the entire industry to cross the current digital chasm. Workflows that are being transformed today with the digital twin include: > 4D model-based planning during pre-construction through production planning > 5D model-based estimating and cost management > Automated operations – machine automation and prefab > Field data capture, including progress tracking, site monitoring, and quality and safety inspections DIGITAL CBNME “WE HAVE ADDED SOME SIGNIFICANT CAPABILITIES TO SYNCHRO THAT ADDRESS SPECIFIC PROBLEMS THAT OUR USERS FACE ON THEIR INFRASTRUCTURE PROJECTS.” Richard Humphrey, Vice President, Construction, Bentley Systems
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74 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM B obcat is launching the company’s new generation R-Series telehandler range for the Middle East, Africa, Russia and CIS markets, providing a choice of 12 models powered by Stage IIIA engines. The new telehandlers cover lifting heights from 6 to 18 m with maximum lifting capacities between 2.6 and 4.1 tonne. This is the latest phase in Bobcat’s revolutionary ‘Next is Now’ programme, combining innovative product development and diversification with more intelligent, user friendly technologies that reshape how work gets done. Commenting on the R-Series launch, Gustavo Otero, President, Doosan Bobcat EMEA, said: “Telehandlers are a fundamental asset of our business strategy and key pillar of our Next is Now initiative. Our new ground-breaking R-Series offers high performance, robust machines for maximum uptime with a focus on accurate controls and intuitive operation for tackling any job on the construction site. With these new models and the increased investment in our telehandler business, we are aiming to double the production of Bobcat telehandlers by 2025.” The new R-Series range of telehandlers from Bobcat comprises the models below: Compact telescopic loaders - TL26.60, TL30.60 and TL30.70 Middle range telehandlers - TL35.70, T35.105, T35.105L and T36.120SL High lift telehandlers - T35.130S, T35.130SLP, T35.140S, T41.140SLP and T40.180SLP Gustavo Otero continued: “Bobcat telehandlers are popular in MEA and we want to further improve our presence and accelerate our growth in the MEA construction and rental market with this new generation. Leveraging from the ease of use, safety and reliability of our equipment, we aim to be present on every job site, where this kind of equipment is needed.” CBNME MACHINERY BOBCAT LAUNCHES NEW GENERATION OF TELEHANDLERS LIFTING TO NEW HEIGHTS
CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 | 75 BOBCAT LAUNCHES NEW GENERATION OF TELEHANDLERS PRECISE CONTROL AND PLACEMENT AT HEIGHT The new R-Series telehandlers offer agility on demand, with a newly configured transmission system providing enhanced smoothness to carry out the trickiest jobs at height with surgical precision. These operations are also facilitated by the combination of the Boom Positioning System, the new updated, ultra-accurate joystick, the inching function and the improved visibility from the cab. An enhanced inching pedal design is easier to use and reduces fatigue. A higher engine brake provides a shorter stop distance and increases safety on construction sites. Turtle/rabbit speeds are standard on all models and operated from the joystick. NEW CAB FOR REMARKABLE OPERATOR EXPERIENCE Bobcat R-Series telehandlers feature a new cab with unmatched ease of use, designed around the operator, offering a unique central control panel for optimized 360° ergonomics. The new high quality, contemporary interior of the cab features stand-out R-Series branding, colours and textures that clearly reflect Bobcat’s DNA. In the ergonomic design, all surfaces have been optimised to offer increased space and visibility. It is based around a new 5-inch LCD display providing interactive and streamlined information, including the feed from the rear camera for easier and more precise operation. Bobcat has made it a very simple process for operators to start working immediately on the company’s R-Series telehandlers with the features below: > All-in-one joystick with improved ergonomics > Intuitive automotive-style controls (backlit keypad, jog-shuttle, levers under steering wheel) > Interactive 5-inch LCD display > Semi-automatic wheel alignment > Automatic transmission and parking brake FULL PROTECTION FOR MAXIMUM UPTIME ON SITE Uptime is key in construction. Bobcat telehandlers have always had an extra tough design and the new R-Series models build on this reputation, thanks to protective shielding of all vital components in key areas, and the robust frame and boom for working in every possible environment. The shielded design provides protection for hydraulic and electrical components (including the pipes, harness and transmission) and a steel plate protecting the base of the machine. All Bobcat telehandlers have a rigid boom structure and a robust frame with box section layout. UNMATCHED STABILITY AND CONFIDENCE All areas of the R-Series range are designed to inspire full confidence in customers, beginning with the low centre of gravity and well-balanced design of the machines, which also incorporate a heavy counterweight and a long wheelbase. The optimum weight distribution of the new Bobcat telehandlers, with or without the compact stabilizers being employed, also allows operators to safely reach as high and as far as possi- ble while handling heavy loads with the machines. Under the bonnet, the well-proven Perkins Stage IIIA engine provides high power and the simplicity of its mechani- cal injection system. In addition, all R- Series telehandlers now feature a new engine hood with a steeper profile that increases visibility and reduces blind spots by 15% on the right hand side of the machines. Together with the new dashboard design, this provides excel- lent unobstructed visibility from the cab, allowing the driver to move around the job site with ease and minimises acci- dents or mistakes. Quentin D’Hérouël, Product Manager Telehandlers at Doosan Bobcat, con- cluded: “As with all new Bobcat telehan- dlers, the R-Series offers customers peace of mind with a 3-year warranty (or 3000 hours) on the entire machine as stand- ard from the factory. Bobcat is the only manufacturer to provide a 3-year war- ranty as standard, allowing customers to focus entirely on growing their business without worrying about their machines. And with regards to the cab interior, we’re now the leaders in the field. As we have constantly involved our customers in their design, we’re confident that the new generation machines will be very well received in the marketplace.” In the ergonomic design, all surfaces have been optimised to offer increased space and visibility. It is based around a new 5-inch LCD display providing interactive and streamlined information, including the feed from the rear camera for easier and more precise operation.
76 | CONSTRUCTION BUSINESS NEWS ME | JUNE 2021 WWW.CBNME.COM CBNME MACHINERY A l Faris announced the arrival of various cranes and other heavy equipment to its growing fleet which is the largest in the Middle East. A few cranes to be added this month are the Liebherr mobile cranes ranging from 110t to 500t along with the powerful and compact Liebherr LR 1500, 500t crawler crane. “We have performed numerous heavy lifting operations for unique projects for more than 28 years and it has always been our priority to provide safe, innovative, and reliable equipment for heavy lifting, heavy transport and energy projects,” said Kieve Pinto, Executive Director. “At Al Faris we continuously invest in the latest technologically advanced equipment and ensure the best solutions to our customers.” AL FARIS ADDS FIRST LIEBHERR LR 1500 IN THE MENA REGION TO ITS FLEET
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