< PreviousIN CONVERSATION 30 CONSTRUCTION WEEK JANUARY 2021WWW.CONSTRUCTIONWEEKONLINE.COM Cris Dedigama, CEO for the Middle East & Africa at Atkins, a member of the SNC- Lavalin Group talks to Ranju Warrier about the company’s new business structure, its presence in Saudi Arabia, and creating a sustainable future for the industry British engineering and consulting firm Atkins, which is a member of Canadian engineering, procurement, and construction (EPC) giant, SNC-Lavalin Group, has a story of its own in 2020. In June, this year, a new market- focused business structure was unveiled for not just Atkins, but other SNC-Lavalin companies, including Faithful+Gould and Atkins Acuity across their businesses in the Middle East and Africa (MEA) region. The new business structure was put into effect starting 1 July 2020 and has been based around two of the company’s important markets, including the UAE and Saudi Arabia, with services and propositions aligned to country priorities and respective client projects. But there is more to the new business strategy that will help the company deliver its projects - better, faster, and more efficiently. Cris Dedigama, CEO for the Middle East & Africa at Atkins, in an exclusive virtual interview, tells Construction Week: “We only have one purpose in life, [which] is to serve our customers with achieving their targets. We have to harness the technical skills, the know-how that our people have, the ability to collaborate, work together, and work together with multiple stakeholders to deliver projects for the betterment of our communities that we work in.” In order to understand how the new business structure changes the way Atkins has been delivering its projects all through the years, Dedigama explains: “We were having a traditional model, which is service-based across the region. Now, the Middle Eastern economies are at different stages in their development and there are different needs across the region, whether it be in Oman, in the UAE or Saudi Arabia. “We looked at whether we were efficient in the way we were operating because, at the end of the day, efficiency means something to our clients, it means that we can deliver faster, much more pointed, and much more cleanly what they need.” According to Dedigama, instead of continuing with its service- oriented structure across the region, the company adopted a “country-centric structure”, where all the decision makers for the business in the particular country were based within the country. “This meant that engagement with our clients was first class and immediate. “However, with every new change comes challenges. The challenge really was, how do we make sure that our service levels remain high; and that we could harness the people in our group. However, with six months of the structure being in place we have been seeing much better delivery, client engagement, much more repeat work, and much more desire by our clients to use us on a more consistent basis,” Dedigama says. “It has been a tough journey, but a very rewarding one.” When the new structure was announced for the business, Johan Hesselsøe and Ian Redmayne were deployed to spearhead the UAE and Saudi Arabia markets as respective managing directors of these countries. Talking about how the new business structure has affected the capital and operational costs for the company, Dedigama adds: “We have a lot fewer people flying around the region, which means cost-efficiency. Currently, we have our site operations directors in- country looking after all of our jobs ADOPTING A “COUNTRY-CENTRIC” BUSINESS STRUCTURE Atkins is working on Saudi Arabia’s Six Flags Qiddiya theme park under a lead design consultant services contract. [Image: Supplied]IN CONVERSATION WWW.CONSTRUCTIONWEEKONLINE.COMJANUARY 2021 CONSTRUCTION WEEK 31 in that country, similar to design. We reached out from that country- centric focus to the people in the GCC and the wider Atkins and SNC-Lavalin Group to bring in the expertise required with regards to the specific needs of that project. This is a much better way of operating; it is more efficient and cost-effective.” The year 2020, with the outbreak of COVID-19, has had an incapicitating impact on several sectors, with construction being one of them. While the world was grappling with the impact of the global pandemic, Atkins, instead of looking at the negatives started looking at the positives. Atkins has reacted to the situation proactively, keeping the safety of its employees and workers as a top priority. “Safety is at the core of everything we do, and one of our really important values,” affirms Dedigama, adding that on a positive note, the pandemic has helped the company and its clients understand the importance of working remotely while being more efficient.” October 2020, saw the company release its White Paper – “ Re- imagining Transport and Mobility for a Sustainable Economic Recovery”, which outlined the impact of COVID-19 on transport infrastructure and has provided a strategic framework to transition from short term recovery to a medium-to-long term transformation to achieve resilience and sustainability in mobility. It presents a three-phase model: Reopen – Recover – Reimagine. This aims to showcase how the transport sector should respond to the unprecedented socio-economic shock inflicted by COVID-19, as well as the impacts of low oil prices on GCC exports and finances. Explaining the relevance of the White Paper in the region’s transport infrastructure, Dedigama tells Construction Week: “If you think about the transport sector, it is based on an economic model, which is based on density. We have been working with Heathrow Airport in terms of optimising the flow of people by installing detection systems to get the best optimised flow of people. “Some of those skills that we were already using are all in a different format, and we have quickly adapted to help us with COVID-19-related matters.” When it comes to Atkins’ presence across the region, the company has been working on several projects for companies including Diriyah Gate Development Authority (DGDA), NEOM, AMAALA, Dubai’s Roads and Transport Authority (RTA), Oman’s Khazaen Economic City, among others. Most recently, in October, the company secured the lead design consultant services contract from Qiddiya Investment Company (QIC) for the Six Flags Qiddiya theme park project, located within the 366km2 Qiddiya gigaproject — the under-construction capital of entertainment, sports, and the arts in the kingdom. Talking about its work on the Six Flags Qiddiya theme park and what kind of challenges does the company foresee, Dedigama says: “It is a very exciting time in Saudi Arabia. We are seeing the transformation of a nation and the kingdom’s Vision 2030 is incredibly empowering. For us, the challenge is, how do we make sure we have the right people, the right levels of skill, and the right engagement with the indigenous people to be able to deliver the project. “With the Six Flags Qiddiya theme park project, which is quite unique, we have been very cognizant that we have got to use the existing sort of know-how that we have because we have delivered lots of theme parks all over the world,” he adds. Atkins has been operational for over 50 years in Saudi Arabia, and along with harnessing the knowledge to deliver its projects, the company has been utilising local talent as it aims to have “Saudi Arabians at the helm of the organisation” in the Kingdom. Dedigama was appointed as the CEO at Atkins Middle East and Africa in December 2019. An industry veteran with over 40 years of experience, he believes that the amount of waste that the industry produces is “far greater”. He stresses that “collaborative contracting” can help achieve a sustainable future for the industry. “This way we will be able to waste less human resources, less materials, and get the job done in less time. It is a great and opportune time to be advanced in the sector and in the long term it is about operating and maintaining assets in the most cost-effective way, and digital transformation will further help in doing so.” Meanwhile in the region, for construction stakeholders, the emergence of public-private partnerships (PPPs) has been the next best thing in the industry. Dedigama says that in order to work on PPPs, it is important to have the “right platform and the right risk models”. “We want to engage through our management consulting arm of Acquity, to work with the government to develop frameworks that enable us to pragmatically deliver PPP projects. He concludes: “It is all about investing now for future PPPs.” Cris Dedigama, CEO, Middle East and Africa at Atkins, a member of the SNC-Lavalin Group [Image: Supplied]INTERVIEW 32 CONSTRUCTION WEEK JANUARY 2021WWW.CONSTRUCTIONWEEKONLINE.COM Saudi Arabia’s Public Investment Fund-backed (PIF) flagship $500bn NEOM gigaproject, which is being built from the ground up on an area covering 26,500km2, is prioritising safety, health, and wellness as it continues to progress on-schedule for completion in 2025 in line with KSA’s Vision 2030. The NEOM gigaproject – which is just short of the size of Kuwait and Lebanon put together – will include towns and cities, ports and enterprise zones, research centres, sports and entertainment venues, tourist destinations, and will be the home and workplace for more than a million citizens around the world. Located along the Red Sea in northwest Saudi Arabia, NEOM will be at the crossroads of the world, which more than 40% of the world will be able to access in less than four hours. Speaking exclusively to Construction Week, the executive director of the Health & Well-being sector at NEOM, Dr Maliha Hashmi, says: “Since NEOM was first introduced to the world a little over three years ago, we have made good progress. We are moving from the strategic design phase to implementation and execution, and construction is well underway. “Construction of NEOM’s core urban development will be completed in multiple stages and we expect to deliver base health and well-being infrastructure in time for completion of Phase 1.” The gigaproject will also reimagine the traditional healthcare system with the development of a health and well-being system focused on proactive prevention, supported by digital infrastructure and artificial intelligence, and grounded in data-driven healthcare, which will limit the need for the construction of numerous traditional general hospitals. “While NEOM will have a general hospital, it is intended as a last resort. There will be several health centres where residents can proactively seek advice from specialists such as nutritionists, psychologists, and life coaches, saving hospital visits for those with chronic conditions or those that have advanced beyond prevention,” Hashmi explains. In addition, NEOM already has its own COVID-19 testing lab with the most up- to-date devices in PCR testing. Dr Maliha Hashmi, who also serves as the deputy chair of NEOM’s COVID-19 Leadership Taskforce, says: “Safety is a top priority for NEOM. Our COVID-19 strategy has constantly evolved to ensure the health and well-being of NEOM employees and continued delivery of business outcomes. “Over the last several months, we have been working closely with the relevant authorities to embed a range of COVID-19 protocols and precautionary measures to ensure employees are adequately protected.” Constructing KSA’s NEOM as “the healthiest place in the world” The executive director of the Health & Well-being sector at NEOM, Dr Maliha Hashmi, speaks to Construction Week’s deputy editor Anup Oommen about constructing during COVID-19, proactive healthcare, digital twins, and the increased focus on mental health With more than 450km of coastline and islands, the NEOM terrain offers snow-capped mountains reaching up to 2,500m, with views across the Gulf of Aqaba and the Red Sea [Photo courtesy: NEOM]JANUARY 2021 CONSTRUCTION WEEK 33WWW.CONSTRUCTIONWEEKONLINE.COM coaches, life coaches, and nutritionists at home – and only progresses to hospitals when there is a real need.” To ensure strong mental health of the million-strong expected population, the NEOM gigaproject will also comprise the construction of landscapes, with nature integrated into the heart of its communities. The geographical location of NEOM also ensures a pleasant climate, roughly about 10°C cooler — on average — than the rest of the GCC. Cradled in a mountainous region that is home to a diverse terrain, the area also enjoys cooler winds coming in from the Red Sea. With more than 450km of coastline and islands, the NEOM terrain offers snow- capped mountains reaching up to 2,500m, with views across the Gulf of Aqaba and the Red Sea, as well as idyllic desert expanses. “NEOM will be built around nature instead of over it. The design of our urban development is human-centric, which means that people and community come first. Our cities will be walkable, and will be free of pollution and vehicles.” “NEOM will reimagine the way we approach urban development. We will introduce a new model for urban sustainability, focused on setting new standards for environmental protection, the effective use of technology, and community health. “All this makes health and well-being the number one priority and creates unmatched lifestyle for our residents. We will help NEOM achieve its aspiration to be one of the healthiest places in the world,” Hashmi concludes. When the COVID-19 lockdowns were initiated in Saudi Arabia, implementation and execution works were temporarily put on hold in the kingdom as the construction sector was not deemed a ‘critical sector’. At NEOM, remote working protocols were initiated, with higher-risk employees placed on self-isolation. In addition, social distancing precautionary measures were implemented, and fully equipped medical teams were made available on-site between 9am and 6pm, and on-call 24/7. “Almost all NEOM employees were screened periodically. Enhanced hygiene practices including handwashing were encouraged, and mental health and psychological support were provided,” Hashmi adds. NEOM has built its strategy around five dimensions of health and wellbeing: mental, physical, virtual, social, and emotional, in order to provide all its residents and visitors with the tools to successfully meet the needs of all five elements. Hashmi says: “Forgoing the traditional fragmented model of healthcare, NEOM’s health and wellbeing ecosystem will provide total integration between medical specialisations and access to patients’ full medical histories to provide the best possible care. “We believe in data-driven healthcare. This empowers people to keep themselves healthy by better understanding what risks they might face based on genetic make- up and possible pre-existing conditions.” Furthermore, NEOM will be one of the first major gigaprojects in the world constructed from scratch during the age of digital technology. This is extremely important because technology will play a significant role in the implementation and development of NEOM in “every way imaginable”. Hashmi explains: “We are already undertaking numerous projects focusing on health, well-being, and biotechnology, and looking at ways to make investing in healthy people the standard, rather than simply focusing on healthcare and treating those who are already sick.” At NEOM, dedicated digital infrastructure and artificial intelligence, combined with genetics, biotechnology, and smart technologies, will offer real- time assessments and ‘digital twins’ for each resident. “A digital twin, in basic terms, is the summary of all health data gathered from a person at regular intervals, which is then analysed and offered back to the individual to let them know their health status and whether they might need to adjust some aspect of their daily routine to ensure optimum health. “In addition to the digital twins, NEOM residents will be given the tools to track and manage their own physical and mental health and well-being to the greatest extent possible. For instance, all NEOM residents will be offered the option of nudging wearable devices, reducing the need for professional medical attention. “We are creating a system where people’s health starts at home – NEOM residents will be able to access virtual care not only from physicians, but also mental Dr Maliha Hashmi Executive Director Health & Well-being sector, NEOM INTERVIEW “We are moving from the strategic design phase to implementation and execution, and construction is well underway” [Photo courtesy: NEOM]EXPO EXCLUSIVE 34 CONSTRUCTION WEEK JANUARY 2021WWW.CONSTRUCTIONWEEKONLINE.COM In a conversation with Ranju Warrier, commissioner-general of New Zealand Pavilion at Expo 2020 Dubai, Clayton Kimpton, reveals the idea behind the pavilion’s design & theme; constructing during COVID-19, and how the pavilion connects to its identity and values NEW ZEALAND BRINGS “WAKA TAONGA” TO THE WORLD The New Zealand Pavilion will be located within Expo 2020 Dubai’s Sustainability District [Image: Supplied] Imagine visiting a pavilion at the Expo 2020 Dubai that takes inspiration from a river, which has been granted the world-first legal status and recognised as “a living and indivisible whole, with the rights of a legal person”. It will be the ‘Care for the People and Place’-themed New Zealand Pavilion and the river is Whanganui River, the third-longest in the country located in the North Island. Located within the Sustainability District, the New Zealand Pavilion is based on the Maori concept of kaitiakitanga, while the pavilion will be presented to the world as the nation’s waka taonga — a receptacle for essential aspects of New Zealand’s identity and values, which reflects the ‘Connecting Minds, Creating the Future’ theme of the Expo. “We take a long-term view of how we approach business and society to ensure decisions are good for the world. We take actions that will have a lasting effect, not just for New Zealanders, but for all people – for now and future generations,” tells Clayton Kimpton, commissioner-general of New Zealand at Expo 2020 Dubai, in an exclusive virtual interview with Construction Week. When the World Expo opens on 1 October 2021, New Zealand will welcome visitors to its single-storey pavilion, the design of which has been inspired by the beautifully carved containers called waka huia and papahou. The 14.6m-high pavilion, which is being constructed on the plot area of 3,615.6m2, has been built at a cost of $34.8m (AED128m), which has been allocated for the design, construction, operation, and promotion of the pavilion by the country’s government. Kimpton says: “Our participation is funded by the New Zealand government, and we have the support of private sector sponsors.” “New Zealand does not participate in every Expo. For Expo 2020 Dubai, there is a strong business case for our participation, which supported the government’s decision to fund the participation. “Prime Minister Ardern has expressed her support of our participation in Expo 2020 Dubai and recognises the importance of the event in strengthening our international relationships – across the business, arts, and culture,” the commissioner-general notes. “This is also an opportunity for us to share our national identity – and what makes New Zealand special.” It all began for New Zealand in March 2018, when the country revealed the design of its national pavilion. The design team of the pavilion is a multi-disciplinary consortium led by Jasmax, a Kiwi architecture and design practice, along with Wellington-based creative agency Workshop ‘e’ that is implementing the storytelling for the pavilion, and UK- headquartered Mott MacDonald that is responsible for the engineering and site supervision. Later, on 10 October 2018, the tender for the construction of the pavilion was issued to the shortlisted contractors, and in December, Rimond Middle East General Contracting LLC — which was also responsible for the construction of Al Wasl Plaza, the centrepiece of the 4.38km2 Expo site — was “identified as the preferred respondent”, according to Kimpton. November 2020 saw the team mark a milestone by completing 95% of the construction activities at the structure, with all of the mechanical, engineering, and plumbing (MEP) works having finished along with interior painting. Additionally, the doors, windows, floors, and walls have all been installed as well as a built-in security system. Now the final touches, including the pavilion’s feature façade is set to be finished in mid-2021. Other stakeholders associated with the pavilion are the architect of record, Rice Perry Ellis; quantity surveyors, Turner & Townsend (T&T), and visitor experience creator Haumi (Karl Johnstone), Workshop ‘e’, and Nga Tangata Tiaki o Whanganui. The total pavilion footprint is 1,938.9m2, while the total floor area is 1,939m2, roofing comprises 1,950m2, and the external walls form a total area Inspired by a kaleidoscope resembling the ‘Rock of Monaco’, the pavilion is a gem-like, polygonal structure. [image: Supplied] During the peak construction period, a total of 110 workers were deployed at the pavilion [Image: Supplied] EXPO EXCLUSIVE JANUARY 2021 CONSTRUCTION WEEK 35WWW.CONSTRUCTIONWEEKONLINE.COM of 2,000m2. When the year-long postponement of the World Expo was formally approved by the General Assembly of the Bureau International des Expositions (BIE) on 29 May 2020 in light of the COVID-19 outbreak, countries rolled their sleeves up to prepare for their respective pavilions to keep secured and afresh for another year. Kimpton says: “Our pavilion was designed to be fully enclosed from the elements to both preserve the condition of the spaces and to ensure the comfort of all our visitors. The pavilion will be mothballed to protect it from the weather conditions until mid-2021 when the façade of the structure and the interior details and elements will be added. “During the mothballing phase, the building will be appropriately air of everyone. As a result of these measures, New Zealand was able to continue construction amid the outbreak of COVID-19, whilst at the same time adhering to strict health and safety guidelines.” “The pandemic did cause some delays to our original construction timeline, but with the postponement of Expo 2020 Dubai, our pavilion will repurposed, or alternatively be broken down into components and recycled. [Meanwhile], a large part of the pavilion, including the hosting venue, restaurant, and back-of-house (BOH) facilities, including kitchen and offices, has been designed to be constructed using lightweight steel construction. These parts are envisaged to be dismantled, recycled, and reused where applicable.” Talking further about the materials sourced for the pavilion, Kimpton says: “Where possible, the pavilion includes New Zealand-sourced- and- manufactured materials. Heavy or substantial items that cannot be sustainably sourced from New Zealand and are required for building integrity have appropriately been locally sourced and will be locally redeployed, recycled, or returned. “The building was designed to increase efficiency through its construction methodology and use of sustainable materials including Abodo New Zealand eco-timber, which will be a striking aspect of the restaurant and hosting venues. The pavilion’s façade will be a highlight feature of the structure made from Kaynemaile, a lightweight, New Zealand-made material that is 100% recyclable and includes recycled materials in its composition.” The pavilion will be connected to Dubai Electricity and Water Authority’s (DEWA) substation that will be 100% generated from renewable sources. “This is consistent with the approach New Zealand has to our energy sources which are currently over 80% renewable, with an expectation of 100% renewable by 2030,” Kimpton affirms. Going back to the pavilion’s connection to the Whanganui River, Kimpton says: “The idea that we are all connected to the river, and connected to nature as an extension, is a true and powerful one. This story is a universal narrative that will resonate with the international visitors who will come to our pavilion.” He concludes: “The story will be carried through the design and architecture of our pavilion: our building will be alive. It will move with a pulse.” Clayton Kimpton, commissioner-general of New Zealand at Expo 2020 Dubai [Image: Supplied] conditioned and frequently cleaned both inside and out. From April to July 2021, the final features will be completed, and the building will be kept in the same manner as when we are operating during Expo,” he explains. According to the World Health Organisation (WHO), New Zealand gained early success in controlling COVID-19, and at the time of writing the country has reported zero new cases. “Our Expo team responded to the pandemic very quickly by placing the New Zealand construction team in its own bubble — for accommodation, meals, and transport, sanitisation, and social distancing — keeping the staff together to keep them safe,” Kimpton stresses. He adds: “We implemented all precautionary measures to ensure the health, safety, and wellbeing be completed in time and ready to welcome visitors from October 2021.” During the peak construction period, a total of 110 workers were deployed at the pavilion. Together, they have recorded “zero incidents on-site over the course of 260,995 work-hours”. On 31 March 2022, when the World Expo closes its doors, many of the developments will be retained within District 2020. However, the New Zealand Pavilion has been “designed to be dismantled and recycled in Dubai”. Kimpton explains that “the design [of the pavilion] allows a minimum of 75% elemental building components to be easily disassembled, relocated, repurposed, recycled or returned to the manufacturer”. “The waka taonga uses a simple lightweight steel frame construction with a lightweight, modular membrane façade. This part of the pavilion has been designed to be relocated and 12 CONSTRUCTION WEEK JULY 2020WWW.CONSTRUCTIONWEE WWW.CONSTRUCTIONWEEKONLINE.COM CEO, Marjan, Arch. Abdulla Al Abdouli AL MARJAN ISLAND: A JEWEL IN RAK'S CROWN SITE VISITJANUARY 2021 CONSTRUCTION WEEK 37 SITE VISIT The ever-growing futuristic landscape of Ras Al Khaimah is a testament to the emirate’s title of the Gulf Tourism Capital, which it earned for the second straight year, owing to its identity as a sustainable tourist destination. Feeding into Ras Al Khaimah’s rapid, ambitious yet achievable developmental goals is the 1,900ha Al Marjan Island, which occupies an area of 35 million cubic metres. The man-made archipelago features four coral-shaped islands that cover 7.8km over pristine beaches, 23km of waterfront area, 12,000 planned residential units, 8,000 hotel keys, 400 wellness retreats and 600 holiday homes. The year 2020, plagued by the ongoing pandemic, has proven to be a trial by fire for the tourism, hospitality, real estate and construction sector in the region. "Not Al Marjan Island", chief executive officer, Marjan, Arch. Abdulla Al Abdouli, tells Construction Week. By their very nature, islands remain far and free from the ongoing COVID- 19 pandemic. Leveraging this quality, Al Marjan Island is bashing ahead with a host of hospitality and residential projects. Al Marjan Island’s pipeline Mövenpick Resort Al Marjan Island, which is a $147.8m (AED543m) project is being developed within Al Marjan Island, and is managed by RAK AMI Hotel. The project has reached 40% in construction progress thus far, slated for overall completion by September 2021. Meanwhile, progressing rapidly and nearing completion is the Hampton by Hilton hotel within Al Marjan Island, which currently stands at 85% completion, slated for overall completion in early 2021. Commenting on the Mövenpick Resort, Arch. Abdouli says: "When we think about the tendering stage and construction commences from Q1 2021, the project is expected to have a development value of approximately $81.6m (AED300m). "We don't consider only a plot of land; we think about the overall project and the use it will bring to Al Marjan Island and the emirate of Ras Al Khaimah. We spend a lot of time focusing on design and quality for our projects within the island to make sure that what we deliver adds value. "The uniqueness about the [Mövenpick] project is that both sides of the resort offer a panoramic sea-facing view, owing to its strategic location. We spend a lot of time focusing on our design and quality to ensure uniqueness and value across our project. As part of our design strategy for the project, we have incorporated chalets within the resort for the first time, in addition to infinity pools and clubhouses, alongwith other elements to create a community within a community.” NSCC, which was awarded the excavation, piling and enabling works for the project, completed its work in February 2019. RAK AMI Hotel awarded the construction contract to Al Ali Construction & Development in February 2019, following a tender with three other contractors. Al Ali Construction & Development is also working on Hampton by Hilton as the main contractor. “The hotel, which also benefits from a panoramic sea-view - once complete - will add 500 hotel keys to the destination’s portfolio,” Arch. Abdouli says. “Within the next five years, we will see lots of construction activity in Al Marjan Island. Especially in 2021, we expect three or four projects to begin construction. This includes hospitality and healthcare,” Arch. Abdouli says. In terms of healthcare projects, Al Marjan Island will soon host the Saudi German Hospital, which will mark construction commencement this year. “The project has already completed design review and obtained all necessary approvals,” he adds. Al Marjan Islands will also host a conceptualised Rove Al Marjan Island on the beach, which is presently in the tendering stage commencement in Q1 2021. Construction Week’s multimedia reporter, Disha Dadlani, speaks with the CEO for Marjan, Arch. Abdulla Al Abdouli, about the rapid development at Al Marjan Island during a site tour of its upcoming hospitality projects [All Images: Adel Rashid | ITP Images]EXPO EXCLUSIVE 38 CONSTRUCTION WEEK JANUARY 2021WWW.CONSTRUCTIONWEEKONLINE.COM In addition, Spain’s Barceló Hotel Group is developing a 500-key, five-star resort hotel, to be complete by Q3 2021 within Al Marjan Island. “The project is currently in design stage and will be uniquely-located, at the beginning of the islands,” Arch. Abdouli states. Moreover, Al Marjan Island is making conscious efforts and great strides in implementing artistic elements on the promenade along Al Marjan Island, including leisure hubs for visitors and residents alike. This is part of the group’s aim to transform the islands into a lifestyle destination, rather than solely an investment and tourism-focused destination. International and local excellence Al Marjan Island seeks to retain the essence of Ras Al Khaimah while meeting international standards of quality by working with a mix of international and local, Ras Al Khaimah-based contractors. For the Mövenpick project, Al Marjan Island joined forces with Perkins+Will, who were responsible for the design of the project; international consultancy and construction company Mace, who is the project manager; Atkins, who is supervising the project; and Kulkarni Quantity Surveyors who is carrying out quantity surveying services for the project. “To add to this, the [Mövenpick] project is being delivered by one of the biggest contractors specialising in hospitality in Ras Al Khaimah - Al Ali Construction & Development. This represents the mix Marjan Island worked in conjunction with JT+Partners who served as the designers of the project and Al Ali Construction & Development who are the main contractor for the project. Material unavailability due to travel restrictions has been one of the key culprits for stoppage or delay of projects during the ongoing pandemic scenario. "All the materials we use across our projects are from Ras Al Khaimah, from the piping, ceramics, and glass. The idea is to source from Ras Al Khaimah and have it made by Ras Al Khaimah. In some instances, we have sourced materials from across the country as well. We haven't faced a challenge of between international consultants and local contractors. It is a testament that contractors in Ras Al Khaimah are able to deliver international standards at a rate that is accepted by the investors and on-time,” Arch. Abdouli tells Construction Week. Speaking about the contractor, Abdouli says: “We chose Ali Ali Construction & Development because of its previous track record in delivering projects. They have worked across multiple hospitality projects across Al Marjan Island and beyond. We floated a tender and chose the main contractor after careful selection and negotiation.” For the Hampton by Hilton project, Al Mockup apartment at Hampton by Hilton hotel within Al Marjan Island. The project currently stands at 85% completion, slated for overall completion in early 2021 Al Marjan Island is aligned with RAKTDA's goal to welcome 3 million tourists annually by 2025JANUARY 2021 CONSTRUCTION WEEK 39 SITE VISIT WWW.CONSTRUCTIONWEEKONLINE.COM material unavailability during these times as much. The Hampton by Hilton project was faced with a few issues in terms of material delivery, but they managed to resolve it, without construction getting hampered," Arch. Abdouli says, adding that Al Marjan Island believes in showcasing the emirate's capabilities. It takes all involved stakeholders' participatory efforts to successfully complete a project within budget and on-time. “Construction is not easy. To deliver quality and on-time and within budget is not easy. To be able to achieve all this and attract investment can be a challenge, but when you have the right components and stakeholders working hand in hand to deliver an ultimate goal, success is certain. The more clear the developer is, the better the situation is on-site,” Arch. Abdouli says. Ras Al Khaimah Destination Strategy Ras Al Khaimah Tourism Development Authority (RAKTDA) launched its three- year Destination Strategy for 2019-2021. The programme will focus on diversifying the emirate's tourism to attract a higher yield of visitors. In addition, the RAKTDA aims to reach 3 million visitors to the emirate by 2025. "To achieve that, the emirate will need an additional 15,000 hotel keys, of which 8,000 will be placed within Al Marjan Island. With the entire portfolio of Al Marjan Island, at present, we are attracting 1.1 million visitors at 6,500 hotel keys. Hence, 3 million is an achievable target. In fact, Al Marjan Island is bashing ahead in aligning with the RAKTDA's plan to reach three million tourists annually by 2025. It can be done in the next few years if we boost the construction industry and attract further investments. The projects progressing outside of Al Marjan Island are complementing our goals and efforts as an independent destination," he foresees. In terms of investments, Al Marjan Island are witnessing a downtrend, due to the ongoing situation, Arch. Abdouli tells Construction Week. He adds : "People are taking some time to consider investments. However, on a positive note, we are still seeing investor interest in the beachfront, and even during the lockdown, we saw a demand for villas."Arch. Abdouli notes that 40% of visitors coming in to access and stay at the hotels within Al Marjan Island come from within the UAE, more so in the current pandemic scenario, owing to international travel restrictions. Commenting on the staycation boom and increased domestic tourism in Ras Al Khaimah, he says: "The COVID-19 pandemic has in fact, positioned Ras Al Khaimah as the place for staycations. "We will strengthen our focus on affordable housing, new communities and centres, F&B offerings, retail, and business hubs. In addition, we have plans to build new downtowns within the emirate. For Al Marjan Island, it is not about the scale, but the uniqueness of the destination. Today, we are complementing - although not in competition - Abu Dhabi and Dubai," Arch. Abdouli says. Mövenpick Hotel & Resort has completed 40% construction, slated for overall completion by September 2021Next >