the middle east - McGraw

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Construction in the Middle East is unlike that in any regional market in
the world. Though the region encompasses a broad range of economic,
political and social diversity, the oil-rich states of the Gulf Cooperative
Council (GCC) are leading a regional transformation that is turning the
Middle East into a global destination and test bed for cutting-edge,
innovative construction.
Harvey M. Bernstein | F.ASCE, LEED AP
Vice President
Industry Analytics, Alliances & Strategic Initiatives
McGraw-Hill Construction
Catlin O’Shaughnessy | LEED AP
Research Specialist
Global Thought Leadership
Harvey M. Bernstein, F.ASCE, LEED AP has been a leader
in the engineering and construction industry for over 30 years.
He serves as Vice President of Industry Analytics, Alliances and
Strategic Initiatives for MHC, where he has lead responsibility for
MHC’s green building initiatives, including the first-ever landmark
studies on green construction and key market trends in the
U.S. and globally. Bernstein was also one of the team members
involved in launching MHC’s GreenSource magazine. Previously,
Bernstein served as the President and CEO of the Civil Engineering Research Foundation. He has written numerous papers
covering innovation and sustainability in the built environment,
and currently serves as a member of the Princeton University
Civil and Environmental Engineering Advisory Council, the Harvard
Joint Center for Housing Studies Policy Advisory Board, and as
a visiting Professor with the University of Reading’s School of
Construction Management and Engineering in England where
he also serves on their Innovative Construction Research Centre
Advisory Board. Bernstein has a M.B.A. from Loyola College, a
M.S. in engineering from Princeton University and a B.S. in civil
engineering from the New Jersey Institute of Technology.
Catlin O’Shaughnessy, LEED AP has been working in sustainability and global development for over 5 years. She currently
serves as Research Specialist, Global Thought Leadership at MHC
where she contributes to research and publications on emerging
construction industry trends covering topics ranging from
workforce and green building to global construction and corporate
sustainability. Prior to coming to MHC, O’Shaughnessy worked
on AIDS and public health policy with the USAID-funded POLICY
Project, and spent time conducting research for the World Bank
and living in Sub-Saharan Africa. O’Shaughnessy has a B.A. in
International Development and International Economics from the
George Washington University.
Spurred by the growing trend among
these countries toward economic
diversification from oil-based economies,
and building on enabling assets such as
available funding, supportive regulations
and vast amounts of undeveloped land,
countries here are aggressively investing
their wealth into boundary-breaking,
iconic projects aimed at transforming the
role and perception of the Middle East
on the international stage. The result
is an exciting hub of innovation where
construction firms are actively pioneering
the cities of the future.
In the current fluctuating financial
environment, the unique market activity
in the GCC states of the Middle East is
especially significant. Though the region
has experienced the slowing effects of
the global financial crisis, the GCC in
particular represents a singular market
opportunity for firms to engage in largescale, highly visible projects that will give
them a competitive edge in attracting new
work and top talent.
At McGraw-Hill Construction (MHC), we
have been tracking the evolution of this
emerging market into a major player in
the global marketplace. In our research,
interviewing project managers, designers,
engineers and thought leaders working in
the region, we have identified a number of
transformational trends and projects that
are breaking boundaries in size, scope,
process and iconic design.
As home to the most dramatic market
activity in the region, the states of the
GCC are setting examples for other
cities and nations in the Middle East
and emerging as global leaders in
innovative construction. We have collected
in this report a sampling of the most
transformational projects in these GCC
states, as well as a few from other parts
of the region, to paint a picture of the
range of strategic market opportunities
that the Middle East offers to the global
construction industry.
“
…the construction projects in
the Gulf are changing the very
nature of construction activity in
the Middle East and beyond.
”
Set apart by ambitious efforts to become
leading international destinations for
tourism, culture and business, the states
in the GCC are challenging project
developers, designers, engineers and
contractors to reach new achievements
in every building sector. Encompassing
new innovations in master-planned
communities, next-generation skyscrapers,
world-class institutions, brand-name
entertainment and cultural venues, and
island developments on existing and
manufactured islands, the construction
projects in the Gulf are changing the
very nature of construction activity in the
Middle East and beyond.
As these markets continue to grow
against a historical backdrop of vast
opportunities and new challenges,
the lessons and achievements in this
region will generate critical new market
intelligence for firms working in the
Middle East region and around the
world. In today’s rapidly changing market
environment, MHC looks forward to
continuing to monitor these trends and
bring this critical market intelligence to the
global construction industry.
table of contents
2 Cities of the Future: Report Highlights
4 Leader Perspectives: The Role of GCC Government Leaders in Market Transformation
5The Middle East: A Regional Overview
7 Major Trend Areas in Innovative Middle East Construction
7 Major Trend Area: Emergence of Master-Planned Cities
8Case Study: Al Reem Island, Abu Dhabi
9Thought Leader Interview: Frederic Berger, Chairman of Louis Berger,
on Masdar City as a Testbed for New Innovations
10Sidebar: Filling the Infrastructure Gap
11 Major Trend Area: Next-Generation Skyscrapers
13Case Study: Bahrain World Trade Centre, Manama Bahrain
14Thought Leader Interview: George Efstathiou, Managing Designer, Skidmore,
Owings and Merrill (SOM) on Building Skyscrapers in the Middle East
15 Major Trend Area: Culturally-Iconic Institutions and Facilities
17Case Study: King Abdullah University of Science and Technology, Saudi Arabia
18Thought Leader Interviews: Majd Abu Zant, Chief Development Officer for
United Eastern Medical Services; Dr. Emanuel Mikho, Vice President and
Director of Healthcare-Middle East, HKS; Enrique Greenwall, Lead Designer,
HKS on the Danat Al Emarat Women’s and Children’s Hospital, Abu Dhabi, UAE
20 Major Trend Area: Luxury Hospitality and Entertainment
21 Case Study: MGM Sharm El Sheik, Egypt
22 Thought Leader Interview: Lee Tabler, CEO, Tourism Development and
Investment Company (TDIC)
23 Major Trend Area: Island Developments
25Case Study: Yas Island, Abu Dhabi
26Thought Leader Interviews: Irv Richter, Chairman and CEO, and Raouf Ghali,
President of International Project Management, Hill International
27 What’s Next? Future Implications of Middle East Construction
29Resources
Cover Photo: Bahrain World Trade Centre, Manama, Bahrain. Courtesy of Atkins.
1
Cities of the Future
Report Highlights
Construction activity throughout the Middle East is transforming the industry and
pioneering the cities of the future. This activity is led largely by the states of the
Gulf Cooperative Council (GCC)—which represents the six largest economies
in the Middle East including Qatar, the United Arab Emirates, Saudi Arabia,
Bahrain, Kuwait and Oman—where a growing trend toward diversification of oilbased economies has led to increased investment in boundary-breaking, iconic
construction.
Enabled by vast amounts of undeveloped land and a supportive regulatory
environment, construction in the GCC is transforming the role and perception
of the region on the international stage and redefining the very nature of global
construction. This market activity provides international construction firms with
a unique and critical opportunity to undertake large-scale, highly-visible projects
that can grow their global brand and provide a competitive edge in winning work
and attracting top talent—particularly important in today’s global environment.
This report analyzes the major transformative trends in Middle East construction,
with particular emphasis on the Gulf states, and identifies some of the leading
markets, projects and players and how they are shaping the industry of
tomorrow.
GCC Construction Market
Overview
Construction activity is occurring
throughout the Middle East region,
though the critical mass of sector activity
is in the GCC countries. As can be
seen in the chart at right, spending on
building projects in the GCC has grown
significantly in recent years, though
this rise has been offset in 2009 by
considerable slowing in markets like
Dubai, which has bottomed out in the
wake of the global financial crisis.
Also in response to the crisis, overall
residential and commercial activity
in the GCC is projected to drop
in late 2009 and 2010. However,
infrastructure projects are expected
to continue upward, likely reflecting
2
Innovative buildings like Burj Dubai have brought global attention
to the GCC region. Image courtesy of Harvey Bernstein.
an increased demand for
infrastructure construction
and maintenance as GCC
countries deal with an influx
of population related to
increased investment in
tourism and real estate.
The region’s top local
markets include the region’s
wealthiest countries: the
United Arab Emirates
(UAE), held afloat by steady
activity in Abu Dhabi despite significant
slowing in Dubai, as well as Qatar and
Saudi Arabia. Though smaller in scope,
construction is also slowly growing in the
economies of Kuwait, Bahrain and Oman.
Source: Proleads Global, May 17, 2009
Key Market Drivers
Middle East construction is driven largely
by a unique combination of focused
government planning and an enabling
environment fostering a rise in iconic,
cutting-edge construction projects. The
key factors driving this regional activity
include:
❙❙ Financial Resources: Due to oil
reserves, small populations and
the concentration of wealth among
a small portion of society, project
financing and total costs are often
virtually limitless. GCC countries
have furthered this by enabling
and attracting foreign investment,
financing projects and encouraging
expatriates to purchase real estate.
❙❙ Economic Diversification: In
an effort to diversify wealth built
on diminishing oil supplies, many
countries are investing aggressively
in the construction of world-class
residential and commercial real
estate, educational facilities and
tourism attractions.
Challenges and Obstacles
Working in the Middle East construction
market entails an array of distinct
challenges, including:
Master-planned developments like Saadiyat Island in Abu Dhabi are attracting leading global institutions and visitors.
Image courtesy of TDIC.
❙❙ Regional Transformation: Diverse
investments are transforming the
Middle East into a major player on
the global stage, breaking down the
previous barriers to the West and
rebranding the Middle East as a hub
of innovative, iconic construction
activity. Updated visa policies and
building codes and regulations
are enabling an increase in global
investors, tourists and residents in
the region, which are spurring further
market activity.
of related infrastructure. The
responsibility for maintenance
and upgrades of municipal
infrastructure and utilities poses a
particular challenge (see “Filling the
Infrastructure Gap” on page 10).
❙❙ Workforce: Due to a lack of training
and a small population, there is a
very limited local supply of skilled
construction workers. Many firms
import their labor from neighboring
countries, a temporary fix that affects
housing costs and also amplifies
human rights concerns.
❙❙ Transparency: The public
and private sectors are closely
intertwined in this region, and a
general lack of transparency can be
a major obstacle to identifying and
avoiding business corruption.
❙❙ Infrastructure: The dramatic
increase in investment and new
buildings, and the corresponding
population growth, has outpaced
the construction and maintenance
❙❙ Climate: Extreme heat poses a
major challenge to construction
in the region, driving designers
to create projects that include
alternative solutions such as working
❙❙ Sustainability: As the Middle East
gains global attention, there is
mounting pressure for developers to
take environmental and sustainability
factors into consideration. Though
slow, there is a growing trend toward
green design and construction
including efforts to maximize
the region’s abundant sun as a
renewable energy resource and a
rise in to condensed, master-planned
developments to promote sustainable
lifestyles.
throughout the night or pushing for
accelerated project schedules. Water
scarcity is also a major concern,
though recent efforts to promote
green design and sustainable
development could help alleviate
some of the resource crunch.
❙❙ Conservative Culture: Conservative
policies in many countries, such as
fully-covered dress for women and
restrictions on alcohol and gambling,
have created obstacles for the
growth of tourism and education. In
some locations, such as Dubai and
Abu Dhabi, alcohol restrictions have
been eased, though in other major
markets, such as Qatar and Saudi
Arabia, they remain.
3
major trend areas
Middle East market activity is
transforming construction in the
following key areas, which will be
explored in the following sections of
this report:
❙❙ Emergence of Master-Planned
Cities: As the Middle East strives
to attract global investors and new
residents, master-planned cities are
becoming visible throughout the
region. Constructing entire cities in
the desert provides the opportunity to
experiment with innovative practices
such as dense, multi-use planning,
sustainable design and construction,
and free-trade zones.
❙❙ Next-Generation Skyscrapers:
Throughout the region, skyscrapers
are going up that transform the very
nature of tall buildings, as well as
the reputation of the firms and cities
that build them. These structures are
breaking boundaries in trends such
as height, energy efficiency, iconic
design and prefabrication.
❙❙ Culturally-Iconic Institutions
and Facilities: There is a growing
emphasis on attracting a global
population of residents and visitors
with world-class institutions and
facilities for healthcare, culture,
religion and education. These
projects feature innovative and
iconic design, cutting-edge
technology and partnerships with
leading international architects and
institutions.
❙❙ Luxury Hospitality and
Entertainment: Developers are
driving tourism development by
turning the Middle East into a onestop location for affluent visitors from
around the world. New large-scale
hospitality and entertainment projects
feature brand-name theme parks,
luxury resorts, cultural attractions and
waterfront development.
❙❙ Island Developments: Driven
by the desire to expand exclusive
waterfront real estate and tourism,
new and existing islands are being
developed throughout the region.
These projects are experimenting
with innovations in iconic land design,
community planning and exclusive
tourism destinations.
Leader Perspectives: The Role of GCC Government Leaders in Market Transformation
The dramatic transformation of the GCC countries into a global hub for tourism, finance and real estate investment in recent years has been
promoted by the action and encouragement of local government leaders. In a regional market where the line is often blurred between public
and private operations, this leadership is particularly influential in setting priorities and fostering a market environment that encourages
innovation.
Leaders like Sheikh Mohammed Bin Rashid Al Maktoum, Emir of Dubai, have rearranged priorities by declaring “Dubai’s varied economic
activities depend on a policy to decrease dependence on oil as the sole source of income,”1 a statement that played a critical role
in bringing diversified investment to the top of the agenda. This approach has become visible throughout all of the GCC countries, with some
leaders calling for aggressive real estate or infrastructure development and others emphasizing the importance of embracing sustainability,
education and public-private partnership.
For many Middle Eastern countries, attracting and constructing world-class facilities for research, education and technology, as well as
reducing the existing restrictions to visitors and business, are critical steps toward becoming leading global destinations and ensuring longterm growth. These priorities have been conveyed in speeches and addresses by leaders across every GCC country, fostering a region-wide
movement that is turning the Middle East into a global hub of visionary and innovative construction projects.
4
The Middle East: A Regional Overview
A Transforming
Regional Market
The Middle East consists of a diverse
group of countries reflecting a broad
array of economic activity. Boasting a
regional output of $1.9 trillion in 20082
and the world’s largest concentration
of remaining oil reserves, this region
represents a major market in the global
economy.
Though much of the region’s economy
has historically relied on oil wealth,
recent economic growth in the Middle
East has largely been driven by an
effort to diversify investment into more
reliable, long-lasting industries such
as tourism and real estate. This activity
began in Dubai, the smallest and most
ostentatious of the United Arab Emirates
(UAE), and has been adapted as a model
for development in the other Gulf states
and beyond.
Defining the Middle East
Region
Due to its economic, social, political and
geographical diversity, the Middle East
can refer to several different countries
or sub-regions. For the purposes of this
report, the phrase includes the following
key country groups:
❙❙ Gulf Cooperative Council (GCC):
Comprising the six largest economies
in the region by per capita GDP, the
GCC includes Qatar, UAE, Kuwait,
Bahrain, Saudi Arabia and Oman, in
order of wealth. Holding the majority
of the region’s oil, these six countries
are becoming major global economic
players. The main focus of this report
is on projects and trends in the
GCC countries since they represent
the regional hub of innovative
construction activity.
Source: IMF Global Outlook Database,
April 2009
❙❙ North Africa: Egypt and Libya also
have growing economies, with rising
activity in construction, tourism and
higher education. They are often
included as part of the Middle East
due to similarities in governance,
culture and economics.
❙❙ Other Middle East: Beyond the
GCC and North Africa, other key
countries in the region include
Lebanon, Syria, Jordan, Yemen, Israel
and Iran. Though these countries do
not boast the same high levels of oil
wealth as those in the GCC, there is
noteworthy construction activity in
each of these markets, and many are
engaging in the trend of increased
investment in tourism and real estate.
❙❙ Rebuilding Nations:
The war-torn countries of Iraq and
Afghanistan are showing increased
market activity due to an influx of
rebuilding funds from international
aid bodies like the World Bank, the
United Nations and the U.S. Agency
for International Development
(USAID). Though these markets
pose significant political risk, and
they represent a critical piece of
the regional market and a potential
opportunity looking forward.
5
The Middle East and the
Global Financial Crisis
As in regional markets around the world,
the impacts of the global financial crisis
are evident throughout the Middle East.
The fall in oil prices in mid- to late-2008
hit the region’s oil-exporting countries
exceptionally hard, though the slowdown
is expected to be similarly felt in non-oilproducing countries as well.3
The pressures of the sub-prime
mortgage and related credit crises have
also worsened the Middle East’s other
previously favorable conditions, such
as easy access to credit and liquidity,
which have shifted dramatically with the
mounting pressure of the credit crunch.
In particular, explosive markets such
as Dubai have experienced dramatic
slowing. Growth figures for Dubai have
been repeatedly revised downward as
the local economy, driven to exorbitant
highs in recent years by speculators
and foreign investment, ground to a
halt in early 2009. As of Spring 2009,
the International Monetary Fund (IMF)
expected the UAE’s economy to contract
by 0.6% in 2009, following 7.4% growth
in 2008.4
Regional Market:
Mixed Forecasts
Despite weak spots like Dubai, the
dip in the Middle East regional GDP
is expected to be shallower than the
downturn in global growth (see chart at
far right). This could be due to a variety
of factors, including the strong projected
growth in markets like Qatar, which is
expected to grow by 18% in 2009.
The regional forecast may also reflect
the market correction that is occurring
as a result of the widespread drop in
property and materials prices, which is
helping to offset exorbitant inflation rates.
6
Working in the Middle East: Cultural Considerations
Though the Middle East is increasingly opening its doors to global investors, working in this
region still poses cultural considerations for many international firms. Each country and
location is different, and many regional and local traditions have become increasingly flexible
to accommodate international business and travelers. However, there are some key factors that
should be addressed before conducting business in the region:*
❙❙ Religion: The Middle East is predominantly Muslim, which impacts everything from finance (Islamic
law prohibits charging and paying interest on loans and deposits) to the daily work schedule, often
allowing for regular breaks for prayer. During the month of Ramadan, it is especially important to be
sensitive to religious observances and avoid drinking alcohol in front of Arab counterparts.
❙❙ Work Week and Concept of Time: Friday is the holy day for the Islamic faith, so the typical
working week is Sunday through Thursday (though this does vary by location, firm type and
individual preference). The Arab concept of time tends to be more flexible than in the West, and
many meetings will start or end later than planned. Foreigners, however, should always be punctual.
❙❙ Nonverbal Communications: Respect is extremely important in conducting business in the Middle
East, and this is often conveyed through nonverbal cues. When exchanging business cards, for
example, it is generally polite to receive it with the right hand and place it somewhere respectful.
Also, Arabs tend to speak within a closer proximity than Westerners, and it can be considered rude
to step back.
❙❙ Gender Roles: Women traditionally have not been active in the workforce. Though this is changing,
women working in the region tend to dress conservatively and, especially when meeting with Emirati
men, wait to shake a hand until one is offered.
❙❙ Professional Relationships: Relationships are extremely important in doing business in the Middle
East. It is common to develop a personal relationship during or prior to conducting business in the
region, and any gestures of hospitality should generally be accepted to avoid causing offense.
*Most of these considerations are common knowledge, and they vary across cultures and locations. For more information, see
Communicaid’s overview Doing Business in the Middle East: Middle Eastern Social and Business Culture, available at www.communicaid.com
The regional economy is
also buoyed by continued
government investment
in widely neglected
services such as municipal
infrastructure, transportation
and utilities.
Source: IMF Global Outlook Database, April 2009
MAJOR TREND AREA | Emergence of Master-Planned Cities
As countries strive to attract global investors and new residents, master-planned cities are emerging as a major trend
throughout the Middle East. This model of planning—often featuring dense multi-use developments and free-trade zones
for global businesses—is also gaining prominence with rising global trends toward green design, sustainable urban living
and long-term economic viability of construction projects.
Led by projects in the Gulf, the Middle East has become a world leader in pioneering the concept of master-planned cities
by combining natural advantages such as vast open space with large budgets and supportive government policies. This
growing trend is driven largely by the desire to increase the population of more affluent residents and investors in the
region, as well as increasing pressure on the petroleum industry and local governments to embrace sustainability.
Key Trends in Master-Planned
Cities
Building entire new communities on
a large scale provides developers and
construction firms in the Middle East
with the opportunity to experiment with a
range of new concepts in urban planning,
sustainability and community construction
and economic development. The major
trends that are visible in master-planned
cities throughout the region include:
❙❙ Financial Districts and
Free Trade Zones
Many new cities aim to attract global
investors through special zoning
that enables ownership, as seen
in Jeddah Free Trade City in Saudi
Arabia, and districts designated for
financial activity, often featuring
iconic skyscrapers, such as the Gate
District on Al Reem Island in Abu
Dhabi on page 8.
❙❙ Multi-Use Planning
Self-contained communities will
provide all amenities that new
resident families might need or
desire, including commercial real
estate, entertainment, cultural and
institutional facilities. For example,
Qatar’s Barwa City, which will border
nearby Barwa Financial District, will
feature community centers, wireless
internet, a pedestrian bridge and
housing for 20,000 families when it
opens in 2010.
New master-planned communities like Blue City in Oman, pictured here, are being announced throughout the region..
Image courtesy of Hill International.
❙❙ Dense Development
Countering the recent trend toward
sprawling development, masterplanned cities bring back the
concept of dense development that
enables car-free transportation.
Masdar City in Abu Dhabi, a $22
billion community planned on only
six square kilometers, will feature
strategic placement of buildings
to enhance street shading, with a
metro system below street level (see
project overview on page 9).
❙❙ Sustainability
An ideal model for sustainable
construction and living, masterplanned communities are pioneering
new approaches to green concepts
such as mass transit, water
conservation and zero-carbon or
zero-waste developments. Many
of the other trends, such as dense
development and living laboratories,
support and build on the slow but
growing priority of sustainability in
this arid region.
❙❙ Living Laboratories
The incorporation of research
and educational facilities in new
communities enables ongoing
monitoring and evaluation of new
concepts and technologies. New
schools such as King Abdullah
University of Science and Technology
(KAUST) in Saudi Arabia (see
case study on page 17) and the
Masdar Institute of Science and
Technology (MIST)—both currently
under construction—are dedicated
to researching renewable energy,
green design and technologies, and
sustainable community development
through the experiences of their own
communities.
7
Long-Range Planning
and Frameworks:
Plan Abu Dhabi 2030
Long-range urban planning frameworks,
such as Plan Abu Dhabi 2030 (see box
at right), are beginning to emerge as
GCC cities work to ensure sustained
economic and population growth.
These strategies serve as a way for
cities to endorse planned, large-scale
development through regulatory
frameworks and investment zones that
help liberalize the historic restrictions on
foreign ownership in the region.
The concept of
community-focused
development is at the
center of planning for Abu
Dhabi and is increasingly
present in similar plans
throughout the UAE.
These plans are having a
visible impact as masterplanned communities crop
up throughout the Middle
East.
Plan Abu Dhabi 2030: Project Overview
Objective: A regulatory framework aimed at turning Abu Dhabi
into a world-class destination through strategic, large-scale and
planned development.
key goals:
• Cutting-edge urban design
• Protecting cultural assets
• Fostering Arab/Muslim-based communities
• Engendering interaction between citizens and their built environment
Case Study:
SHAMS Abu Dhabi on Al Reem Island
Building on the priorities established in
Plan Abu Dhabi 2030, the emirate is in
the process of developing many of its
over 200 islands into large, multi-purpose
projects (see “Island Developments” on
page 23). Some of these islands, such
as Al Reem Island right off the shore of
the capital city, are being developed as
master-planned communities.
On Al Reem, local developer Sorouh
Real Estate is in the process of building
SHAMS Abu Dhabi, a self-contained
community that will feature 65 million
square feet of residential, commercial,
entertainment and institutional facilities.
The project broke ground in March
2006 and is designed to house 100,000
residents. SHAMS will be home to eight
towers including the iconic Tameer
Towers, the green Sky Tower and the
Gate District residential high-rises
(see image at right).
SHAMS Abu Dhabi: Project Overview
Location: Project Area: Completion: Developer: Project Manager: Abu Dhabi
1.3 square meters
2011
Sorouh Real Estate
Hill International
key features:
• Multi-use development including office, retail, healthcare
and religious space
• 22,000 luxury residences and 100,000 total resident capacity
• 1-million-square-foot central park
• Two new bridges to connect island to mainland
8
Other key features include
mixed-use facilities meant
to support family lifestyles,
such as a theater district,
institutional facilities and 18
mangrove parks. A central
park, complete with an
air-cooling system, aims to
attract year-round tourists
by combating oppressive
summer heat, a concept that
has previously been applied
cool beaches at area hotels.
This approach provides a
stark contrast to emerging
Construction broke ground on SHAMS Abu Dhabi’s financial Gate
District, which is marked by these iconic towers, in 2006.
Image courtesy of Hill International.
efforts to promote sustainability in other
GCC projects, serving as a reminder
that priorities in tourism growth and
sustainability do not always match.
The innovation and lessons learned
from projects like SHAMS will have farreaching implications. “Today, you have
to have multidimensional developments,”
says Uzair Wassif, project manager at
SHAMS Abu Dhabi for Hill International.
“These types of developments will play a
major role in future projects.”
Thought Leader Interview:
Frederic Berger, Chairman of Louis Berger | on Masdar City as a Test Bed for New Innovations
Masdar City, a six-square-kilometer
development in Abu Dhabi, is pushing
the envelope on master-planned cities
in the Middle East by pioneering new
innovations in sustainability, renewable
energy, and green design and
construction. Frederic Berger,
Chairman of the Louis Berger Group,
project management consultants to
the Masdar team, recently shared his
insights on the groundbreaking project.
How will Masdar impact city
construction in the Middle East and
beyond?
The Masdar initiative is a thesis. It’s a
question: Can you build a six-squarekilometer new town that will have a
zero-carbon footprint, be energy positive,
produce more energy than it consumes,
consume more black water than [it]
produces…and try and do this in a way
that will produce exportable, transferable
technologies? These are the cutting-edge
issues that are really trying to solve the
problems of tomorrow.
How will this thesis be tested?
[Masdar] is going to center itself on a
university structure called MIST, the
Masdar Institute of Science and
Technology, that will team with MIT to
grant only Masters and PhD degrees.
MIST will be linked to an R&D program
focused on renewable energy and other
energy initiatives, some of which don’t
even exist yet.
The [Adrian Smith + Gordon Gill–
designed] Headquarter building will be
a testing ground for all the new devices
that are created by the R&D program.
They want to see what component [of
energy savings] is coming from the
new products, so they can modify those
products to make them user-friendly and
move those innovations [into the market]
in a non-culture-dependent way. They are
also looking at the savings from changing
the behaviors of the inhabitants.
How do you change human behavior
to impact energy savings?
They’re trying to figure out how to design
the building to encourage people to walk
up a floor and down two. Instead of half
a dozen elevators easily available with
lovely marble fronts, maybe you have the
service elevator so that it’s there when
you need it, but you’ve got marvelous
Gone with the Wind kind of staircases
that encourage people to walk up and
down. You could [also] make the landings
between floors large enough that you
could even have tea and coffee service
there. It’s a genuine experiment.
Why are these sorts of experiments
happening in the Middle East rather
than the United States?
There’s a lot of political energy in the
[United] States that can’t be controlled
in the same way that it’s controlled in a
place like the Emirates. The [creators]
of Masdar worked on it for probably five
years before they were able to sell it
to the [government leaders], but once
Masdar City occupies six square kilometers in Abu Dhabi.
Image © Masdar.
they sold it, it was sold. And then it goes
ahead. You can’t do that in the U.S. I just
don’t think that the political will is there.
I think [Masdar] is going to be very
seductive, because of what it’s trying to
do and because it’s funded. They’ll have
no trouble encouraging some of the best
and the brightest researchers in the area
to come in. I think it will be an incredibly
multicultural, multinational place.
masdar city: Project Overview
Location: Abu Dhabi
Developer: Abu Dhabi Future Energy Company
Project Area: 6 square kilometers
Master Planners: Foster + Partners
Total Cost: $28 billion
Planned Population: 50,000 residents; 40,000 daily visitors
Innovative Features:
• Designed to be a self-contained, zero-carbon, zero-waste and no-car city
• Strategic shading of sidewalks to encourage walking in extreme heat
• Renewable energy drawn from wind farm, a variety of photovoltaic technology and concentrating
solar power (CSP)
• Cooling provided by deep geothermal borehole and evacuated thermal tubes
• Waste streams to be sorted, recycled and reused as compost and for waste-to-energy plant
• Special Economic Zone to draw in world-class institutions and investors
9
Filling the Infrastructure Gap
As the Middle East construction market
evolves, a critical challenge facing
developers is the dramatic increase
in demand for infrastructure, ranging
from roads and transport to electric,
water and sewage utilities. In this
region, the challenge to ramp up and
maintain infrastructure is exacerbated
by an unprecedented scale and pace
of new construction. The effort to
bridge the infrastructure gap in the
Middle East faces major obstacles
including management and financing of
infrastructure projects, which is further
burdened by the pressure of the global
financial crisis.
Years of unregulated, unplanned urban
growth in places like Dubai have led
to an imbalance in development, with
the plethora of new high-rises growing
faster than the sidewalks, roads and
even sewage and waste-management
systems needed for the related boom
in urban population. However, market
data show that countries in the region
are in fact investing in infrastructure
projects. In 2009, GCC countries are
forecasted to invest over $133 billion in
infrastructure alone.5
Despite this investment, a recent study
by Ernst & Young found that countries
in the region are still struggling to fund
enough infrastructure projects to meet
growing demand.6 Public spending in
GCC states has fallen, and governments
are looking at ways to boost private
investment for infrastructure projects.
This has been done through channeling
funds into independent utilities
providers, encouraging investment in
infrastructure and private equity funds,
and initial public offerings (IPOs) of
state-owned infrastructure companies.7
Public-Private Partnerships*
Public-Private Partnerships (PPPs),
which have gained prominence around
the world, have not been widely used
10
The first line of Dubai’s Metro is expected to open to riders in late 2009. Image courtesy of Catlin O’Shaughnessy.
in the region, partly due to cultural and
regulatory obstacles. The lines between
public and private entities in the region
are often blurred by Sovereign Wealth
Funds (SWFs) and historic relationships
between privately owned businesses and
government.8 However, the PPP model
is beginning to be tested in projects
like the Dubai Metro and other major
infrastructure projects in Saudi Arabia
and Oman.9 Depending on the success
of these projects, and as countries in the
region continue to feel the pressures of
the global financial crisis, PPPs will likely
become a more common solution in the
Middle East.
Planning and Maintenance
The planning, maintenance and upgrade
of infrastructure remains a troubling
oversight in Middle Eastern communitydevelopment projects. Though many
projects do include provisions for new
roads and utility stations, there remains
a disconnect between developers and
municipalities in determining who will
manage, operate and maintain the
infrastructure once the new community
becomes operational.10
*Public-Private Partnership is an increasingly common mechanism for
financing infrastructure projects. See Public-Private Partnership:
Accelerating Transportation Infrastructure Investment, McGraw-Hill
Construction, May 2009.
Recent developments such as the
incorporation of infrastructure planning
into Abu Dhabi’s Plan 2030 and
Dubai’s Strategic Plan 2015 suggest
that the issue may be rising in priority.
However, these gestures are paralleled
by events like the downsizing of the
Abu Dhabi Municipality staff in the
wake of ambitious efforts at population
growth. On the developer side, there is
a lack of management as well. Though
six facilities-management companies
have been established in Dubai for
overseeing municipal infrastructure in
new communities, there are concerns
such as the scope and capabilities of
these new players, as well as a lack of
support from the legal framework for civil
infrastructure, which may undermine the
effectiveness of these efforts.11
Leader Perspectives: Community
“[Bahrain’s] national planning development
strategy aims to ensure decent housing for
all, provide harmony between economic
development and proper use of land, in addition
to providing modern infrastructure.”
Dr. Juma Ahmed Al Ka’abi,
Municipalities and Agriculture Minister, Bahrain
MAJOR TREND AREA | Next-Generation Skyscrapers
As the Middle East, and the GCC in particular, transforms into a global leader
in innovative and iconic construction, skyscrapers are going up throughout the
region that transform the very nature of tall buildings as well as the reputation
of the firms and cities that build them. These structures are breaking a variety
of boundaries, claiming superlatives as the tallest, greenest, fastest, and most
innovative and iconic skyscrapers in the world.
Though the majority of the region’s skyscrapers have been built or designed for
sites in Dubai, the tall-building boom is spreading throughout the region, driven
by the focused ambition of Gulf state governments intent on becoming world
leaders in real estate and positioning their cities to attract attention from global
investors and tourists.
The emergence of this trend has also fostered a competitive environment for
architects to explore new limits in design and for contractors and engineers to
speedily make those ambitious plans into a reality. For all firms working in the
region, the opportunity to work on attention-grabbing iconic skyscrapers helps
improve competitive positioning to attract top talent and new work, which is
especially critical in a down economy.
Leader Perspectives: Iconicism
“Dubai is already home to people from different
nationalities and cultures who live in friendship
and peace. And I believe we can deepen this
respect and mutual understanding if we work
together to achieve something spectacular and
meaningful.”
Sheikh Mohammad Bin Rashid
Al Maktoum, Emir of Dubai
A New Paradigm: The Dawn of
the Starscraper
Today’s towers are transforming the
traditional model of square, static
structures, engendering the next
generation of design and engineering.
The shifting marketplace is also fostering
a new form of competition that will
lead to further innovation throughout
the region. This new era in tall-building
construction has been referred to by
Dr. Sadek Owainati, an engineering
consultant based in Dubai, as the dawn
of the “starscraper.”
Doha’s Al Bidda Tower was designed to resemble a twisting
tornado. Image courtesy of Hill International.
Designing and executing such super-tall
buildings will require vast achievements in
innovative engineering and construction.
As buildings like the Burj Dubai open for
business, the operational experiences of
these next-generation skyscrapers will
have powerful influences on the design
industry. “Certainly new techniques and
original technologies will be borne out
of the experience of constructing these
super-tall buildings,” says Owainati.12
11
Key Trends in Skyscraper
Design and Construction
With the push for iconic, record-breaking
skyscrapers in the Middle East, firms
working in the region have been able to
put old and new technologies to the test
in unprecedented ways. Major innovative
trends include:
❙❙ Historic Heights
The Middle East is the latest region
to host the tallest building in the
world with the topping out of the
Burj Dubai. The building stands
at an undisclosed height of over
800 meters and has led to the
announcement of a number of evertaller designs planned throughout the
region such as the Infiniti Tower and
local developer Nakheel’s 180- to
229-story Tall Tower. However, the
global financial crisis has put most of
these ambitious plans on hold, and
the Burj Dubai is likely to retain its
title for several years at least.
❙❙ Iconic Design
Developers are seeking iconic
designs for new skyscrapers to give
the Middle East’s emerging cities
distinctive, world-class skylines. The
Burj Al Arab in Dubai stands on its
own island and resembles a sail in
the wind, while the 215-meter Al
Bidda Tower in Doha was inspired
by a twisting tornado (see image on
page 11).
❙❙ Renewable Energy
Reflecting the growing pressure to
mitigate the environmental impact
of the region’s rapid construction,
some owners and designers are
experimenting with renewableenergy technologies in skyscrapers.
By building tall and utilizing wind or
solar energy, green skyscrapers can
minimize their carbon footprint while
❙❙ Prefabrication
Off-site pre-engineering and
modularization of building
components is a newly emerging
trend in the Middle East. This
technique offers a logical solution
to several challenges, including fast
pace of projects, the lack of skilled
local workers and the high risk
associated with skyscraper projects.
It is likely to grow if demonstrated
successfully.
Planned Projects like the Lighthouse Tower in Dubai hope to
earn LEED certification. Image courtesy of Atkins.
vertically maximizing commercial
and residential space. This concept
has been pioneered by the Atkinsdesigned Bahrain World Trade
Center (see case study on page
13), which features three 275-kW
turbines that were commissioned
in April 2008, and the design for
the upcoming Dubai International
Financial Center (DIFC) Lighthouse
Tower, which incorporates solar and
wind-power technologies
(see image above).
Some projects have incorporated
prefabrication, such as Italian
architect David Fisher’s concept
for the ambitious rotating Dynamic
Tower, which is designed to feature
80 prefabricated floors assembled
in Italy. Fisher’s pre-assembly plans
would increase construction speed
while decreasing risk and on-site
labor costs (see image below). Each
floor is designed to rotate at varying
speeds, aimed at making the tower
the world’s first “building in motion,”13
never taking the same form twice.
Fisher’s design also incorporates 79
horizontal wind turbines between
each floor and solar panels on each
rotating roof to provide 100% of the
building’s energy.
❙❙ Rapid Construction
Given the frenetic pace of
construction and generally limited
interference from planning authorities
in markets like Dubai, the design and
construction of skyscrapers have
been completed at record speeds.
In some cases, pace has been
prioritized over infrastructure or even
quality. However, with the slowing of
the market due to the global financial
crisis, this priority is likely to shift.
David Fisher’s rotating Dynamic Tower would be prefabricated
off-site to decrease on-site labor costs. Image courtesy of
Dynamic Architecture.
12
Case Study:
Bahrain World Trade Centre, Manama, Bahrain
A deep understanding of wind behavior,
gained from 25 years of sailing, prepared
architect Shaun Killa to successfully
promote the largest-ever integration
of electricity-generating turbines into a
building, the Bahrain Word Trade Centere.
The three 275-kW wind turbines were
commissioned in April 2008, and were
officially certified by the Bahrain’s
Electricity Distribution Directorate in
January 2009. They are now running
on auto-mode, and are providing 11%
to 15% of the tenants’ energy demand.
The undisclosed developer grabbed the
chance of owning the uniquely energized,
240-meter-tall twin towers offered by its
architect, says South Africa-born Killa. He
heads the 150-person architecture unit
of Atkins Middle East Ltd., Dubai, which
handled the project’s total design.
“In plan and elevation, the building has
been sculpted by the wind,” says Killa.
With elliptical floor plans, the towers are
linked by three bridges spanning over
30 m with a 29-m-dia wind turbine at
their centers. The towers are orientated
to funnel wind into the turbines, raising
its speed. Shaped like aerofoils, the
towers create negative pressure on the
leeward side, accelerating the wind even
further. Tapering as they rise, the towers
reduce this funnel effect, countering the
increasing wind speeds with height, and
making conditions around the turbines
roughly the same.
“This has never been done before, so I
had to find somebody to help us,” says
Killa. Several months of searching led
to a Danish team of the design firm
Rambøll Denmark A/S and turbine
manufacturer Norwin A/S
engineering the three
Bahrain World Trade Centre:
bridge/turbine assemblies.
Project Overview
Rambøll and Atkins’
global engineering team
Location: Manama, Bahrain
identified and resolved
Height: 240 meters
numerous potential
Project Area: 120,000 sq. m.
technical problems, says
Completion: 2009
Killa. Among the most
Project Team: Atkins Middle East,
serious was vibration,
Rambøll Denmark A/S, Norwin A/S
cured by inserting rubber
bearings at the bridges’
ends. Costing 3% of the
• Nautical-inspired design with two sail-shaped buildings
building’s undisclosed
• Three wind turbines providing 11-15% of building energy
total, the generating
• Turbines placed between buildings to funnel ocean breezes
system has a payback
and accelerate wind velocity
period that could be as
• Tapered tower design and placement of turbines maximizes
little as 2.5 years, hopes
wind velocity
Killa. If Bahrain’s embargo
The Bahrain World Trade Centre has become a new icon for
Bahrain. Image courtesy of Atkins.
on exporting to the grid persists, surplus
power generated by the turbines in nonworking hours may produce chilled water
instead, he says.
Bahrain World Trade Centre has triggered
a local debate about alternative energy,
demonstrating that turbines are neither
dangerous nor noisy, believes Lars
Thorbek, Rambøll’s project manager.
The turbines also enhance the building’s
prestige, adds Blair Hagkull, managing
director of leasing agent Jones Lang
LaSalle MENA, which is not involved
in the project. “In a region of iconic
development, the [building] has achieved
what all others have strived for: distinctive
architecture with truly sustainable
features,” he says.
By Peter Reina, Reprinted from Engineering News-Record,
January 12, 2009; Updated May 5, 2009.
13
George Efstathiou, Managing Designer of the Burj Dubai, Skidmore,
Owings & Merrill (SOM) | on Building Skyscrapers in the Middle East
Skyscraper construction in the Middle
East is unlike anywhere else in the
world. George Efstathiou, managing
designer of the Burj Dubai for
Chicago-based SOM, recently shared
his experiences working on the world’s
tallest building.
What sets the Burj Dubai apart from
other skyscrapers?
The height itself really sets it apart from
anything else. The components of the
building, when you really talk technology,
are pretty much standard building
components put together in a customized
way.
[The design] gives proper respect to the
physical forces of the building, which
include gravity, wind, the heat in the
desert climate, and also getting people
up and down the building. Those are
really the kinds of things that set it apart
from anything else we’ve done.
How was your work on this project
different from other skyscrapers you
have worked on at SOM?
Dubai has a goal of marking its place
in the world. [Typically], you have to go
through a fairly rigorous process to get a
building like this done. However, in Dubai
this was easily approved by the highest
levels in government. We had support
from all of the city departments and the
utility companies to make that work.
Cooperation from the city side made
life a little bit easier as we designed the
building
[The Middle East market] has a totally
different way of doing things—the
contracts are a lot different and there
are certain other things that are less of
an issue as well. They tend to be less
litigious so the risks there are not as
great from a legal standpoint, but from a
14
relational standpoint, they are absolutely
key to maintain performance.
How might the Burj Dubai impact
construction of tall buildings around
the world?
I think that it’s going to have a big impact
on the quality of architecture in general.
The quality of the [curtain] wall and the
workmanship are much better [than other
tall buildings in Dubai], and that is coming
from the detailing we put in there. This
takes it up a couple notches in terms of
quality, I think.
Do you anticipate that this shift
toward higher quality will take place
throughout the regional construction
market?
Yes, I think that moving forward the
focus is shifting from height to quality.
You will see the quality of developments
from a real estate standpoint becoming
greater too. There will be a lot more
thought given to buildings and the use of
buildings now.
When I first came to the Middle East
maybe six or seven years ago, everyone
was trying to make a mixed-use tower no
matter how tall it was. You would always
see them putting in a hotel, residential
At over 800 meters tall, the actual height of the Burj Dubai
remains a secret. Image courtesy of Harvey Bernstein
and office space in really small buildings.
It doesn’t make sense. You need a
certain size building to do that. I think you
can see more thought in the quality of
building going on and also what comes
with that—the competition becomes
greater. Now that the market has slowed,
you will see people paying more attention
to the quality of design and the quality of
construction.
Burj Dubai: Project Overview
Location: Project Area: Total Cost: Project Team: Dubai, UAE
Owner: Emaar Properties
5,000,000 square feet
Completion: 2009
$684 million
Skidmore, Owings & Merrill LLP; Turner International; Samsung Engineering & Construction Corporation; Arabtec Construction LLP
• One of the largest condensate-recovery systems in the world
• Active stack effect control, aimed at minimizing energy loss
• “Y-shape” structural concrete design to reduce wind forces on the tower
• “Buttressed Core” structural system, by which each wing buttresses the others via a six-sided central core or hexagonal hub
MAJOR TREND AREA | Culturally-Iconic Institutions and Facilities
Abu Dhabi’s Saadiyat Island Cultural District will feature names like the Louvre and the Guggenheim, plus designs by Jean Nouvel and Frank Gehry. Image courtesy of TDIC.
As the Middle East increasingly transforms into a global destination for
investment and tourism, there is also a growing focus on institutional and cultural
facilities to serve and attract a growing population of educated, literary residents
and visitors. In many locations in Dubai, the rapid, unplanned construction once
seen has been replaced by an emphasis on the more balanced creation of cities
with world-class facilities for healthcare, museums, religion and education.
Reflecting the GCC countries’ tendency to build the best and the biggest,
the institutional facilities being developed in the Gulf region are beginning
to incorporate a range of distinctive and innovative traits that are changing
the nature of institutional construction in the region and around the world.
Using creative tactics such as strategic global partnerships and cutting-edge
technology, cities in the Gulf, and increasingly throughout the Middle East, are
emerging as top international cultural, educational and residential destinations.
Leader Perspectives: education
“We seek a quality education system [which]
can lead Kuwait in line with scientific and
technical development as an active participant
in advancement of the modern era.”
Sheikh Sabah Al Ahmad Al Jaber Al Sabah,
Emir of Kuwait
Key Trends in Institutional
and Cultural Construction
The major innovative trends
characterizing construction and
development in this building sector
include:
❙❙ Global Partnerships
As demonstrated by Abu Dhabi’s
Tourism Development and Investment
Company (TDIC), developers are
using ambitious and innovative
partnerships with world-renowned
institutions to establish a brand
as an international destination.
Abu Dhabi’s Saadiyat Island has
attracted such names as the Louvre
(the first time this name will be
used outside of Paris) and the
Guggenheim to draw attention.
Meanwhile, global educational
facilities such as New York University
and the Massachusetts Institute of
Technology (MIT) are lending their
reputations to other developments in
the region.
15
❙❙ World-Renowned Architects
In a similar vein, leading architects
have been hired to bring global
prestige to the design of the
region’s cultural institutions. Qatar’s
government hired Chinese-American
designer I.M. Pei to give Doha’s
new Qatar Museum of Islamic Art
an iconic look, while Saadiyat Island
has famously attracted Frank Gehry,
Jean Nouvel, Tadao Ando and Zaha
Hadid. The worldwide publicity
these projects have attracted will
likely inspire other similar endeavors
throughout the region.
❙❙ Culturally-Iconic Design
As the landscape of the Middle East
transforms, some local leaders and
developers recognize the importance
of preserving the region’s cultural
heritage. Some innovative projects
have addressed this through
designs that reflect symbols and
iconography of Middle East culture in
the construction of new institutional
facilities. This emerging trend is
particularly visible in Abu Dhabi’s
upcoming Danat Al Emarat (DAE)
Women’s and Children’s Hospital,
which was inspired by the flowing
veils of Arab women (see project
interview and case study on pages
18-19).
❙❙ Innovative Technology
In a combined effort to modernize
Middle Eastern institutional facilities
while also serving a growing
population, projects such as the
Sheikh Zayed Bin Sultan Al Nahyan
Mosque incorporate the latest in
satellite systems and energy-saving
technologies. Employing cuttingedge construction and research
technologies also helps in the effort
to attract top minds and visitors from
around the world.
The Central Bank of Kuwait incorporates solar collection and
double-glazed windows. Image courtesy of HOK.
As the core of community activity,
institutional facilities are logically
adopting sustainable features
ranging from energy conservation
measures, as seen in Kuwait’s
Central Bank, to sustainable
community efforts at the American
Universities of Beirut and Cairo.
The Grand Mosque features the latest in satellite and energy-saving technology. Image courtesy of Harvey Bernstein.
16
❙❙ Research Facilities
Leading research facilities are
incorporated in many of the new
institutional facilities in the Middle
East, leveraging global partnerships,
specialized institutions and the
latest technologies to attract top
researchers and students to the
region. This approach is being
pioneered at Masdar City’s MIST
research institute, healthcare
projects such as the DAE Women’s
and Children’s hospital, and other
educational institutions such as Saudi
Arabia’s King Abdullah University of
Science and Technology (KAUST)
(see case study on page 17).
Case Study:
King Abdullah University of Science and Technology (KAUST), Saudi Arabia
Driven by a mission to usher in a new
age of scientific achievement in the
Kingdom of Saudi Arabia—particularly
in the area of alternative energy—the
King Abdullah University of Science and
Technology (KAUST) is set to open its
doors in September 2009 as a model of
sustainability for students, faculty and the
region at large.
HOK of St. Louis designed the
6.5-million-square-foot, 26-building
campus to achieve USGBC LEED
Platinum certification—a daunting task
given the area’s harsh climate and limited
existing resources for green construction.
The 8,900-acre campus sits on the shore
of the Red Sea at Thuwal, 80 kilometers
north of Jeddah.
Given the region’s extremely arid
climate, water conservation is of critical
importance on the project. Stormwater
and condensation are captured and
stored, and gray water is used for
irrigation of the native vegetation. The
coastal campus uses seawater and
includes several coral and mangrove
ecosystems, which will be protected and
used for future study by researchers.
The project team focused on using
as many local materials as possible,
especially those with recycled content.
French contractor Oger International
worked to find local sources and
encouraged the creation of new
local sources for materials. Building
Information Modeling (BIM) was used to
King Abdullah University of Science and Technology
(KAUST): Project Overview
Location: Thuwal, Saudi Arabia
Owner:
Government of Saudi Arabia
Designers: HOK (St. Louis, MO)
Project Area: 8,900 acres
Construction Start: July 2007
Occupancy: 20,000 residents
Completion:
Core buildings in late 2009
sustainable Features:
• Sustainable Features:
• 40% energy savings plus 8%-10% renewable energy
• Photovoltaic and solar thermal roof panels, solar farms on open land
• Natural ventilation and low-velocity HVAC system
• Comprehensive stormwater collection, water treatment and conservation systems
• Locally sourced building materials
• 95% construction waste recycled
• Dense construction to enhance shading
Despite intense climate challenges,
the campus is designed to realize
40% energy savings, plus additional
savings created by renewable energy
sources. The university buildings, which
span 4,000 acres of the campus, were
oriented to limit eastern and western sun
exposure and clustered close together
to allow for shading between adjacent
buildings.
Core buildings at KAUST are slated to open in September 2009.
Image courtesy of HOK.
Saudi Aramco, HOK and Oger
established a very integrated design-build
team to expedite decisions. A total of
800 designers, engineers and planners
worked on the project. HOK used 300
people in 11 offices in North America
and Europe. At the height of construction,
nearly 25,000 laborers were on-site.
The core of the four research buildings
will open in September 2009, with
20% to 30% of lab space occupied at
opening. A town is also being built to
accommodate the approximately 20,000
people expected to live in the campus
community. In addition to constructing
homes, crews are building schools, retail
centers, hotels and amenities such as a
golf course, yacht club and marina.
help reduce construction waste, at least
95% of which will be recycled or donated
for future use.
Among the greatest challenges in
bringing the design to reality was the
project’s aggressive schedule. The entire
project, including planning, design and
construction, is scheduled for completion
in 2.5 years, nearly half the time HOK
anticipates it would take for traditional
delivery of a campus of its size.
Water is prominently featured throughout the design, which
includes stormwater collection, water treatment and seawater.
Image courtesy of HOK.
17
Thought Leader Interviews:
Danat Al Emarat Women’s and Children’s Hospital, Abu Dhabi, UAE,
Majd Abu Zant | Chief Development Officer for United Eastern Medical Services
Dr. Emanuel Mikho | Vice President and Director of Healthcare-Middle East, HKS
Enrique Greenwall | Lead Designer, HKS
Inspired by the very population it
is intended to serve, the Danat Al
Emarat (DAE) Women’s and Children’s
Hospital represents an innovative
effort to bring world-class design
and five-star amenities to the Middle
East’s healthcare sector. The building,
designed by Dallas-based architects
HKS for client United Eastern Medical
Services (UEM), pays tribute to the
femininity, beauty and mystique of
women in the Middle East.
Representatives from the project team
recently shared their insights and
experiences on the groundbreaking
project.
What inspired the cultural design of
the building?
Greenwall: We wanted to pay tribute
to women in the Middle East. There is a
certain degree of mystery about women
in that area of the world, and we wanted
to dispel that notion. One of the most
recognizable features is the flowing veil,
but we felt that [it’s] what lies behind the
veil that was extremely important.
We wanted to [convey] transparency, so
we felt that texture played a major role.
This concept was incorporated with a
metal skin which will behave like a solid
element during the daytime and morph
into a lamp-light quality at nighttime,
partially revealing the inside.
As owners, what drove UEM to
undertake a high-profile project like
this for your first building?
Zant: Abu Dhabi is [now] operating on a
100% private health-insurance platform.
18
Danat Al Emarat is the first culturally iconic hospital structure in the Middle East. Image courtesy of HKS.
To compete in this environment, you need
to deliver something special since the
people have so many choices and price
is not the driver anymore. You need to
raise the bar to be able to attract clients
to your facility.
This hospital is indeed our flagship
project. We wanted a facility which looks
good but also operates very efficiently
and is able to deliver a good return
on investment to the investors and
the owners. We are the only hospital
in the private sector in Abu Dhabi
to be designed and managed by an
international firm of such high caliber as
HKS. This concept is brand new [for the
Middle East healthcare market].
For HKS, as an American firm working
for the first time in this region, how
was this project different from others
you’ve designed or managed?
Mikho: One important aspect was the
readiness of the client and the client
team to accept all the ideas put forward
to them. They were ready to watch, they
were ready to hear, they were ready to
discuss and accept new ideas in design
on every level, which was really part
of what you see now as a landmark in
architecture and healthcare. We were
given sort of carte blanche to really
innovate, to design and provide anything
we would like, of course with the approval
of the client. So by acting as one team,
UEM and HKS, we were always sharing
ideas, always accepting others’ ideas, and
the outcome was this beautiful design.
Have you seen any impact from this
project on other business in the
region?
Mikho: People seem to recognize [DAE]
as something they want. They want the
same sort of attention to detail, so it has
opened quite a few doors in the UAE
and hopefully soon outside the Emirates.
We’ve had some good calls from Oman,
Qatar, and Saudi Arabia.
Suites at DAE are designed to be light and reflective of the joyous occasion of birth. Image courtesy of HKS.
How is institutional construction
different from other sectors in the
Middle East?
Zant: This sector has a certain element
of sustainability, so projects involving
social infrastructure, such as education
and healthcare, are able to weather
the storm. And we’ve seen in this
particular financial crisis that many
of the organizations that were not as
affected by this downturn were related
to healthcare services. For DAE, we also
wanted this project to become the center
of the community. Maternity, delivery,
Danat Al Emarat (DAE) Women’s and Children’s Hospital:
Project Overview
Location: Designers: Occupancy: Completion: birthing is more of a celebration and
not so much an illness, so we actually
wanted to invite the community into this
wonderful place and into this beautiful
environment to celebrate life.
“
This sector has a certain
element of sustainability… so
[institutional projects] are able
to weather the storm.
”
Abu Dhabi, UAE
Owner: United Eastern Medical Services
HKS Architects, Inc. (Dallas, TX) Size: 671,000 square feet
1260 beds
Cost: $205 million
2011
• Five-star hospitality amenities including valet, concierge and spa
• 22 VIP and Royal suites with separate entrances, to accommodate Abu Dhabi’s wealthiest clientele
• Materials and interiors designed to create a soothing atmosphere specifically for childbirth
• Top-line technology to treat high-risk pregnancies
• Green roof with indigenous, drought-resistant vegetation core or hexagonal hub
19
MAJOR TREND AREA | Luxury Hospitality and Entertainment
The diversification efforts of the
GCC are perhaps most visible in the
ambitious and creative hospitality
and entertainment projects in these
countries and increasingly in other
parts of the Middle East region. As
developers strive to attract global
visitors to previously remote countries,
they are forging partnerships with
brand-name leaders in entertainment
such as Formula One, Universal
Studios, DreamWorks and MGM to
transform the Middle East into a
one-stop international destination for
visiting families.
In Dubai, attractions such as the Hotel
Atlantis and the upcoming SeaWorld
and Busch Gardens are drawing in
visitors, as are large-scale projects like
the expansive Dubailand, expected
to become the world’s largest theme
park at three billion square feet. The
project was envisioned by Dubai’s
ruler, H.H. Sheikh Mohammed bin
Rashid al Maktoum, to position Dubai
as a family-friendly destination, with
features such as Six Flags, Dubai Golf
City, the 3.4-million-square-foot spa
compound Beautyland, and Islamic
Culture and Science World.14
Though many of these projects have
experienced delays due to the financial
climate in Dubai, similar projects are
appearing in other regional locations
such as Qatar, Egypt and Abu Dhabi.
Leader Perspectives: Tourism
“We have a strong belief in the importance
of the tourism sector, since it is an emerging
industry at the international level, and because
God has bestowed our country with …essential
elements, that makes it a favorable tourist
destination in the region.”
Sultan Qaboos bin Said, Sultan of Oman
20
Plans for the 3-billion-square-foot Dubailand include Six Flags and a golf course. Image courtesy of Halcrow.
Key Trends in Entertainment
and Hospitality
The major trends in entertainment and
hospitality construction include:
❙❙ Brand-Name Entertainment
Similar to the institutional projects
described on pages 15-19,
entertainment and hospitality
projects in the Middle East are
gaining a competitive edge in the
tourism market through strategic
partnerships with leading brand
names. For example, Oryx Holdings’
$275 million Qatar Entertainment
City was developed in partnership
with Six Flags as one of the
American theme park company’s
first overseas projects. The 50,000square-meter theme park is set to
open in 2012.15 Yas Island, off the
coast of Abu Dhabi, will feature a
Formula One racetrack and Ferrari
theme park (see project case study
on page 25).
❙❙ Luxury Hotels
Throughout the region, leading
international hotel groups are
opening flagship locations. In Sharm
El Sheik, Egypt, for example, Four
Seasons and MGM have recently
invested in new luxury projects to
captured the influx of tourism and
business travelers to this scenic city
overlooking the Red Sea. Similar
investments are occurring in Dubai,
Abu Dhabi and Bahrain.
❙❙ Cultural Modifications
The translation of global
entertainment and hospitality
venues to the conservative Middle
East has required creative changes
and solutions. Though Dubai and
Abu Dhabi have passed legislation
allowing alcohol consumption at
hotels, projects in other locations
such as Qatar, Kuwait and Egypt
have had to eliminate alcohol and
gambling (see MGM case study on
page 21).
❙❙ Island Developments
The region’s growing trend of
developing new and existing islands
has centered on entertainment
and hospitality venues. For more
details on this trend, see the “Island
Developments” section on pages 23
to 26.
Case Study:
MGM Sharm El Sheik, Egypt
If Saint Tropez were combined with
Davos, the result could be Egypt’s Sharm
El Sheikh. Located near the southern
tip of the Sinai Peninsula overlooking
the Red Sea, the scenic city with its
almost constant dry warmth attracts
a range of visitors, including political
leaders who have held several peace
conferences there. Since the Sinai
Peninsula returned to Egyptian control
in 1982, the government has actively
promoted development in Sharm El
Sheikh, sometimes assuming the
role of development entity, much like
members of royal families do in other
Middle Eastern states. Construction
and visitation figures have increased
exponentially.
While attending peace meetings and
similarly high-profile events in Sharm El
Sheikh, participants have often spent
working and leisure hours at the Four
Seasons resort completed by HKS in
1999, says Nunzio DeSantis, executive
principal and director of hospitality of the
Dallas-based design and engineering
firm. Eight years after the opening of
Four Seasons, the Egyptian tourism
agency, acting as developer, tapped HKS
to design the forthcoming MGM Mirage
resort called Bellagio Sharm El Sheikh.
Preparation of the steeply graded site is
underway, with the property set to open
in 2011.
The 170-unit Bellagio Sharm El Sheikh
will be one of that company’s first
resorts that does not include a gaming
component. Yet the absence of gambling
is not a response to Sharia law, but
rather MGM’s attempt to broaden its
image. “The project is designed around
an international client,” DeSantis also
The design of MGM Sharm El Sheikh incorporates traditional Arabic features. Image courtesy of HKS
points out. So while the resort will
include alcohol-free rooms and zones
for religious observation, it will not
feel overwhelmingly geared to Muslim
guests. “We have to give everyone a
sense of place without being too heavy
on a particular way of life. It’s a real
blend so that individuals with different
requirements can enjoy the resort on
their level.”
MGM Sharm El Sheikh stresses the
individual experience architecturally as
well as programmatically. A majority of
guests will occupy freestanding oneunit bungalows that measure about one
and a half times the size of a Western
guestroom. Each of these mini-villas
incorporates layers—entry courts, covered
patios, bathrooms that open to protected
gardens, full-size pools—and enjoys
unobstructed views to the water.
A small number of rooms will be located
in three-story buildings that hug the
136-acre site, ostensibly creating a
boundary that “turns our backs to the
neighbors and really focuses on the
environment and controls its sensuality,”
DeSantis says. Occupants of these
larger buildings also will be afforded
privacy, thanks to staggered facades
that prevent neighbors from peering on
adjacent balconies, for example, and
several infinity pools that replace a large
common pool. Of these secluded features
DeSantis says, “We’re talking about
some of the most significant guests in
the world, people who don’t really want
to mix with others.” Throughout, terraced
hardscaping and gardens will resolve the
gradient, with water features cascading
toward the seashore.
21
Lee Tabler, CEO | of Abu Dhabi’s Tourism Development and Investment Company (TDIC)
TDIC’s Desert Islands development includes luxury offerings such as this resort and spa, which opened in Fall 2008. Image courtesy of TDIC.
Capitalizing on Abu Dhabi’s natural
resource of over 200 islands
positioned along its shoreline, the
government of the UAE’s capital
city has invested in a variety of
innovative tourism projects. Many of
these projects are overseen by the
privately owned Tourism Development
and Investment Company (TDIC), a
development arm of the Abu Dhabi
Tourism Authority.
TDIC is integral to the emirate’s strategic
growth strategy as outlined in Plan Abu
Dhabi 2030, which “focuses on creating
a dynamic, diverse economy, which will
see over time an empowered private
sector, a sustainable knowledge-based
22
economy, a transparent regulatory
environment, the development of
industrial sectors, and first-class
residential and tourist infrastructure,”
according to TDIC CEO Lee Tabler.
Boasting a portfolio of over 14 major
projects just three years after its
inception, TDIC is sponsoring a range of
mixed-use urban developments, business
tourism centers, waterfront resorts and
cultural districts. Similar to the largescale entertainment projects throughout
the region. TDIC is leveraging strategic
partnerships with globally recognized
brands to make Abu Dhabi “an
international destination of distinction,”
and deliver 2.7 million hotel guests per
year by 2012.
“
TDIC is leveraging strategic
partnerships…to make
Abu Dhabi ‘an international
destination of distinction.
”
TDIC’s mixed-use, cultural tourism
projects are expected to transform
this traditionally quieter Emirate city
into a sophisticated rival to its more
ostentatious neighbor, Dubai. Unlike its
sister Emirate, Abu Dhabi’s plans appear
to be progressing. “Despite the global
economic downturn,” says Tabler, “all our
current projects are still on track.”
MAJOR TREND AREA | Island Developments
Running parallel to the race to reach
new building heights is an equally
dramatic effort to create new lands
in the Middle East. Launched in 2001,
the distinctive palm-shaped Palm
Islands were designed to emulate
the palm tree, which is one of the
major symbols of the UAE. This
project turned the global spotlight on
Dubai’s development and served as a
precursor for the dramatic growth yet
to come in the region.
Driven by the desire to expand the
UAE’s waterfront property and to
reinvest the country’s oil wealth in
real estate and tourism, the concept
of creating islands as high-end
tourism and residential destinations
Government-owned Nakheel Properties, Inc. now has seven projects underway to increase Dubai’s waterfront real estate.
has spread rapidly. Beyond Dubai’s
Image courtesy of Nakheel Properties, Inc..
ambitious plans to increase its
shoreline from 42 to 972 miles (see image above), other efforts at land reclamation and developing existing islands into
hospitality and tourism destinations are planned throughout the region.
Key Trends in Island
Developments
Island creation and development has
taken off in the UAE and increasingly
throughout the Middle East region. Major
trends in these construction projects
include:
❙❙ High-End Residential Property
As part of the larger drive to diversify
oil wealth by investing in real estate,
the creation of new islands provides
prime waterfront residential property
which can be sold at premiums to
high-end investors and residents
from around the world. The 1,730-
acre Palm Jumeirah, Dubai’s first
new island to open for business,
sold its 80,000 residential villas
and apartments within 72 hours of
release in January 2003, five years
before the island was even complete.
Developer Nakheel Properties hopes
Palm Jebel Ali and Palm Deira,
designed to be 50% and seven
times larger than Palm Jumeirah,
respectively, will perform similarly.
However, the dramatic market
slowdown in Dubai and around the
world is expected to cause major
delays to the construction and sale of
these properties.
❙❙ Exclusive Tourism Destinations
New and existing island
developments are also contributing
to the development of the region’s
tourism industry, attracting visitors
from around the world by offering a
range of entertainment, hospitality
and cultural venues. Nakheel’s The
World development, comprising 300
constructed islands, is intended to
attract high-end tourists by offering
private islands and sea-plane access.
In Abu Dhabi, TDIC is in the process
of planning similarly exclusive resorts
and venues on the city’s 200 existing
islands, such as the eight-island
Desert Islands project.
23
❙❙ Iconic Design
The creation of new islands allows
developers to incorporate the
iconic design that is visible in the
region’s skyscrapers and institutional
facilities. Nakheel’s Palm Islands
were famously modeled after the
region’s symbolic palm tree, and their
newer projects draw inspiration from
the outlines of the world and the
universe. Noor International Holding
in Lebanon recently followed suit
with the April 2009 announcement
of cedar-shaped islands to be
constructed off the coast of Beirut,
designed in the likeness of the
country’s national symbol.
❙❙ Community Facilities
Though many islands are dedicated
exclusively to tourism and luxury
residences, some projects are
designed to foster community
life with retail, institutional and
transportation facilities. The Palm
Jumeirah includes a monorail which
will eventually link into Dubai’s
citywide metro system, and islands
like Al Reem in Abu Dhabi (see
page 8) are designed as fully selfcontained communities.
Island Developments and
Sustainability
As the island development trend
has grown in popularity and visibility
throughout the Middle East and beyond,
these projects have also raised some
critical concerns from sustainability
experts. In response, some major players
have taken measures to demonstrate
a new commitment to environmentally
sensitive construction. In 2007, Nakheel
developed a Sustainability Advisory
Group to evaluate waste management,
energy use, worker rights and other
elements of responsible business in
its island developments such as Palm
Jumeirah and Dubai Waterfront. Other
projects such as Al Reem Island and
those developed by TDIC are planting or
conserving indigenous vegetation such
as mangrove trees.
These steps, along with the increased
green building and renewable energy use
seen in other sectors, demonstrate an
emerging consciousness of sustainability
in the region. However, many in the local
market agree that a vast cultural shift
is going to be needed before green
becomes a core value in Middle East
construction.
“
A vast cultural shift is
going to be needed before
green becomes a core value in
Middle East construction.
”
Leader Perspectives:
Island Creation
“When I was young, playing at the beach with
my friends, they used to build houses and
sandcastles on the beach while I was trying to
build in the sea.”
Sheikh Mohammad Bin Rashid
Al Maktoum, Emir of Dubai
24
The World’s 300 islands will be exclusive tourism destinations for the world’s wealthiest clientele.Image courtesy of Nakheel
Properties, Inc.
Case Study:
Yas Island
Abu Dhabi is actively investing in
innovative entertainment projects as part
of its long-range plans for growth. Local
developer Aldar Properties’ Yas Island
project will focus closely on attractions
and activities for tourists. At a cost of
approximately $45 billion, the local
developer is transforming the 6,177-acre
island into a destination that include
a Ferrari theme park, a Formula One
racetrack that will host the first Etihad
Airways Formula One (F1) Abu Dhabi
Grand Prix this November, more than
3.2 million square feet of retail space, as
well as golf courses, hotels, marinas and
multiple theme parks.
According to projections, Yas Island will
ultimately welcome 300,000 visitors
every day, while its housing and other
services will accommodate 110,000
residents. “Aldar works very closely with
the Abu Dhabi government across all its
developments to ensure they fit in with
Plan Abu Dhabi 2030,” Aldar’s Ian Mackie
says of public-private collaboration.
Yas Island is conveniently located near
the Abu Dhabi airport. “Yas Island was
one of approximately six sites under
consideration,” Mackie says. “We chose
it principally for its strategic location
beside the international airport and the
link to Saadiyat Island, which is due to
become the arts and cultural destination
of Abu Dhabi.” Partnerships with Formula
One and Ferrari were signed prior to site
selection.
Unlike Dubai’s Palm Islands or The
World, the Yas Island formation was
preexisting. Aldar’s director of mixeduse development for Yas Island, Steve
Worrell, says that similar dredging
techniques were used for reclamation,
opening new channels, deepening
existing watercourses, and providing
golf-course topography, as permitted by
the Environmental Agency Abu Dhabi.
“Hydrodynamic modeling was undertaken
to ensure no significant changes to the
hydraulic regime surrounding Yas Island
will take place as a result of opening and
widening of channels,” he adds.
Yas Island: Project Overview
Location: Owner: Marine Works Consultant: Project Manager: Project Area: Cost: Occupancy: Estimated Completion: Abu Dhabi, UAE
Aldar Properties, PJSC
Halcrow (U.K.)
KBR (Texas)
25 million square feet
$45 billion
110,000 residents and 300,000 visitors annually
2014
Aldar’s Yas Island master plan includes brand names like Warner
Brothers and Formula One. Image courtesy of Aldar.
By the time vehicles cross the starting
line of November’s Grand Prix, hotels
and the Yas Marina will be completed,
in addition to the dedicated race circuit
itself. Says Aldar deputy director Lee
Kandalaft, the development includes
extensive infrastructure including a 10lane freeway featuring 14 bridges and
one tunnel, as well as miles of secondary
roads, sewers, gas and power lines, and
irrigation mains.
• Brand-name attractions such as Ferrari and Warner Brothers theme parks and a Formula One racetrack
• Public-private collaboration designed around Plan Abu Dhabi 2030
• Hydrodynamic modeling used in opening and deepening of existing channels and waterways
• Host to Formula One Abu Dhabi Grand Prix upon opening in November, 2009
25
Thought Leader Interviews:
Irv Richter, Chairman and CEO, and Raouf Ghali,
President of International Project Management, Hill International | on Iconic Construction
The unprecedented, iconic projects
in the Middle East offer global
construction firms a unique market
opportunity. Irv Richter, Chairman and
CEO, and Raouf Ghali, President of
International Project Management at
Hill International—project managers
on the Palm Islands—recently
shared their perspectives on the
marketplace.
What are the strategic advantages for
a global firm like Hill to working in the
Middle East?
Ghali: There are a lot of key benefits.
We are able to be part of constructing
something that is completely innovative
and new and has never been constructed
before, on a magnitude that’s only seen
in very few parts of the world. Everywhere
else where we do business, there are
usually one or two iconic buildings in a
country.
In the Middle East, one in every ten
buildings is iconic. It’s not just in Dubai—
Abu Dhabi has lots of iconic buildings
[and] Qatar is starting to follow suit. It
started with buildings, and now it’s more
than just buildings: It’s bridges and light
rail systems.”
“
Many Middle Eastern
countries want to create an
identity as a world-class
destination.
”
26
Palm Jumeirah was the first of the three Palm Islands to be completed. Image courtesy of Hill International.
Why are these iconic projects
happening in the Middle East? What
market conditions are creating this
unique opportunity for you?
Richter: Many Middle Eastern countries
want to create an identity as a worldclass destination to attract short- and
long-term visitors and businesses. Many
owners have a secured funding source
and a pro-Western attitude. There are
many innovative projects underway that
need the [project management] expertise
that Hill provides.
What is driving the market for iconic
projects in this region?
Richter: [The local industry’s] goal is to
provide state-of-the-art amenities and a
synchronized infrastructure for business
and residential life.
Ghali: You allow one architect’s
fantasies to wander off, and they [all]
will want to outdo one another. You’ve
got the developers that all of a sudden
want to start outdoing one another, and
it’s creating innovative and sustainable
designs. It started in Dubai and it’s
migrated to Abu Dhabi, and now it’s gone
to Qatar and Oman.
How do you see the global financial
crisis impacting your business
opportunities in the Middle East?
Ghali: We have continued to grow
despite the financial crisis. Our Middle
East business has continued to grow in
the last eight months. It may not have
grown in Dubai, where a lot of things
have been delayed and put on hold for
a while until the crisis goes over, but
I think that’s going to come back. But
other pockets in the Middle East have
continued to show a lot of opportunities,
such as Saudi Arabia, Qatar and Bahrain.
There’s still activity going on.
What’s Next?
Future Implications of GCC and Middle East Construction
The Gulf states of the Middle East have become regional leaders, creating a global test bed for innovation in iconic design,
sustainability and tourism development. The historic and transformative market activity in the region today will have strong
implications on future construction trends both in the region and around the world.
Below are some of our predictions for
market trends we might expect to see in
Middle East construction in the future:
The growing global and regional
pressure to conserve nonrenewable
resources and invest in renewable
energy, and the success of highprofile projects like the Bahrain
World Trade Centre and Masdar City,
will drive growth in green building
practices throughout the region.
The movement will be strengthened
by the emergence of national and
regional Green Building Councils
and advocacy organizations as well
as the widespread adoption of green
building standards.
❙❙ Infrastructure
With slowed market activity in the
fallout of the global financial crisis,
the frenetic pace of construction
projects will be replaced with an
increased focus on development
and maintenance of municipal
infrastructure and utilities.
Developers and local government
leaders will begin to prioritize these
considerations earlier in the process
of building new communities and
developments.
❙❙ Transparency
The growing presence of global
firms in the Middle East region will
place mounting pressures on local
governments to be more transparent
in their budgeting and development.
This will coincide with an effort to
decrease project risk.
❙❙ Building Sectors
As the region’s construction activity
continues, investment will continue to
grow in family-centered projects such
as entertainment centers, shopping
malls, sporting venues and housing.
❙❙ Research & Development
The completion and opening of
facilities such as KAUST and MIST
will transform the Middle East into
an international hub of research
and development in renewable
energy and innovative construction
technologies. Global firms will take
advantage of the region’s free trade
zones, research facilities and growing
population of graduate researchers
to set up production facilities and
headquarter offices in the region.
❙❙ Emphasis on quality
With the fallout of the economic
downturn, it is likely that Middle
East developers and contractors will
place a stronger emphasis on quality
in the building and construction
management process.
❙❙ Training
The trend toward constructing quality
buildings could result in a focus
on staff training that covers health
and safety, construction practices
and sustainability issues. This is
already evident in Abu Dhabi, which
is in the process of developing a
building code which will bring about
rules on health and safety, building
practices. This measure represents
an increasing focus on quality issues.
❙❙ Prefabrication and Preassembly
As firms struggle with skilled
labor shortages, management
of on-site safety concerns and
ambitious project timelines, the
off-site prefabrication of building
components will become a common
practice on projects of all size.
References
1
Sheikh Mohammed bin Rashid Al Maktoum, “His Highness Quotes,” Sheikh Mohammed Website. Accessed Online 18 June 2009 at www.sheikhmohammed.co.ae/vgn-ext-templating/v/index.jsp?vgnextoi
d=2b44142042525110VgnVCM1000007064a8c0RCRD&QueryPage-page=7
2
IMF, World Economic Outlook Database April 2009, Accessed 18 May 2009 at www.imf.org/external/
pubs/ft/weo/2009/01/weodata/index.aspx
3
IMF, “Middle Eastern Economies are Buffering Global Shocks,” World Economic Outlook April 2009. Accessed 9 May 2009 at www.imf.org/external/pubs/ft/weo/2009/01/index.htm
4
IMF, World Economic Outlook Database April 2009
5
Proleads global, May 2009
6
Lucki, Mike. Bridging the Gap: Private Investment in Middle East Infrastructure, Ernst & Young, 2008
Access online 8 May 2009 at www.ey.com/Global/assets.nsf/Middle_East/Middle_East_
Infrastrucure/$file/Middle_East_Infrastructure.pdf
7
Ibid.
Ibid.
Ibid.
10
Charles Oldham, Halcrow, interview, (date)
11
Ibid
12
Owainati, Sadek, “Reaching for the Stars,” Middle East Architect Magazine, 3 November 2008.
Accessed Online at www.arabianbusiness.com/537095-reaching-for-the-stars?start=0
13
Fisher, David, Dynamic Rotating Tower, Dynamic Architecture Fact Sheet, 2009
14
“Dubailand: Project Details,” Dubailand Website, Accessed 12 May 2009 at www.dubailand.ae/project_
details.html
15
Howe, Michael, “Qatar Entertainment City to Build US$275m Theme Park,” ConstructionWeekOnline.com, 19 January 2009. Accessed Online 4 May 2009 at
www.constructionweekonline.com/article-4200-qatar_entertainment_city_to_build_us275m_
theme_park/
8
9
27
resources
Organizations, Websites and publications that can help you get smarter about global construction and the
Middle East marketplace
❙❙
❙❙
❙❙
❙❙
❙❙
❙❙
❙❙
Main Website: construction.com
Research & Analytics: analytics.construction.com
Architectural Record: archrecord.com
GreenSource: greensourcemag.com
Engineering News-Record: enr.com
Sweets: sweets.com
SmartMarket Reports: analyticsstore.construction.com
❙❙ Main Website: ciob.org.uk
❙❙ Middle East Region: ciob.org.uk/regions/middleeast
❙❙
❙❙
❙❙
❙❙
❙❙
❙❙
Middle East News and Data
Proleads Global, Middle East construction data: projectsandleads.com
Middle East Business Intelligence: meed.com
Arabian Business: arabianbusiness.com
Zawya Middle East Business and Finance News: zawya.com
Emirates Green Building Council: emiratesgbc.org
Abu Dhabi Urban Planning Council: upc.gov.ae
Global Resources
❙❙ International Monetary Fund (IMF):
Main website: imf.org
Global economic outlook data: imf.org/external/data.htm
❙❙ World Bank: worldbank.org
❙❙ World Green Building Council: worldgbc.org
Acknowledgements
The authors wish to thank our partners at the Chartered Institute of Building for their support, including Fabio Casula and Sarah Peace. We would
also like to thank Professor Ghassan Aouad, University of Salford; Carol Jewell and Roger Flanagan, University of Reading; and Dr. Sadek Owainati
for taking time to review the report.
Special thanks to everyone who agreed to be interviewed and those who helped arrange these conversations, including Irv Richter, Raouf Ghali, Uzair Wassif and
John Paolin from Hill International; Fred Berger and M.J. Stiff, Louis Berger; Gordon Gill and Kevin Nance, Smith+Gill; Charles Oldham and Matthew Wernham,
Halcrow; George Efstathiou and Amy Hawkinson, SOM; Bill Odell and Mike Plotnick, HOK; Ian Mackie, Aldar Properties; Lee Tabler and Maan Hamzi, Tourism
Development and Investment Company (TDIC); Majd Abu Zant, United Eastern Medical Services (UEM); and Dr. Emanuel Mikho, Enrique Greenwall, Nunzio DeSantis
and Mark Kiszonak, HKS. Thanks to Emil Rademeyer, Proleads Global, for providing data, and to Donna Boyd and Helen Dixon, Atkins; Kelly Townley, TDIC; Christina
Straughan, HKS; Oula Gharbi and Meral Niazi, Hill International; Jocelyn Moriarty, Smith+Gill; and Garry Whitaker, Halcrow for providing images for the report.
Finally, we would like to thank the MHC staff who contributed to the report, including Jenna McKnight, David Sokol, Bruce Buckley, Valerie Beard and
Monica Andrews.
28
President: Norbert W. Young, Jr., FAIA
McGraw-Hill Construction Research & Analytics/Alliances
Vice President, Industry Analytics, Alliances & Strategic Initiatives:
Harvey M. Bernstein, F.ASCE, LEED AP
Senior Director, Research & Analytics: Burleigh Morton
Director, Green Content & Research Communications and SMR Editorial Director:
Michele A. Russo, LEED AP
Director, Market Research: John DiStefano, MRA, PRC
Director, Industry Alliances: John Gudgel
Cities of the Future: Pioneering Innovation in the Gulf Countries
of the Middle East
Editor-in-Chief: Catlin O’Shaughnessy, LEED AP
Contributing Editor: David Sokol
Contributing Editor: Bruce Buckley
Reproduction or dissemination of any information contained herein is granted only by
contract or prior written permission from McGraw-Hill Construction.
For further information on this SmartMarket Report or for any in the series,
please contact McGraw-Hill Construction Research & Analytics.
1-800-591-4462 34 Crosby Drive, Suite 201, Bedford, MA 01730
construction_intelligence@mcgraw-hill.com
McGraw-Hill Construction Smartmarket Reports™
You can find more information on any of these reports at: www.analyticsstore.construction.com
SmartMarket Reports
www.analyticsstore.construction.com
About McGraw-Hill Construction
McGraw-Hill Construction (MHC), part of The McGraw-Hill Companies, connects
people, projects and products across the design and construction industry, serving
owners, architects, engineers, general contractors, subcontractors, building product
manufacturers, suppliers, dealers, distributors and adjacent markets.
A reliable and trusted source for more than a century, MHC has remained North
America’s leading provider of construction project and product information, plans
and specifications, industry news, market research, and industry trends and
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areas of sustainability and interoperability. as well.
In print, online, and through events, MHC offers a variety of tools, applications, and
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the middle east - McGraw

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