< Previous| PROJECT PROFILE | 40 MAY 2024 U+A MASTERING INTEGRATED DESIGN U+A on crafting experiences that de ne the essence of hospitality and functionality Within the realm of high-end hospitality, U+A is reimagining the setting with groundbreaking projects like the Four Seasons and Six Senses AMAALA. These masterpieces showcase a blend of sophisticated architecture, meticulous masterplanning, and lush landscape design, setting the stage for an unparalleled guest experience. With each project, U+A not only constructs buildings but curates environments, transforming spaces into sanctuaries of luxury and relaxation that beckon the discerning traveller. eff ectiveness by reducing the complexities associated with managing multiple consultants. Niknam emphasises the importance of this integration in creating engaging environments that enhance the guest experience through a deep connection with the surrounding nature. P. Martin Dufresne, Managing Principal elaborates on U+A’s innovative strategies for their most recent projects. For the Six Senses AMAALA, set against the dramatic backdrop of mountains and sea, U+A’s design respects and enhances the natural landscape. “Our masterplan is designed to celebrate the rugged mountains and stunning coral reefs, integrating these features with a range of guest experiences in one location,” adds Saif Zaidi, Director - Architecture at U+A. The project’s layout promotes seclusion and exclusivity, with hotel suites and wellness retreats strategically placed to optimise privacy and views. The Four Seasons in Triple Bay presents a family-oriented luxury experience, strategically HOLISTIC DESIGN APPROACH Sasan Niknam, Project Director at U+A, discusses the signifi cant advantages of their comprehensive service model. “By providing a suite of holistic services, we ensure seamless coordination and integration of architecture, master planning, and landscape design,” Niknam explains. This synergy allows for cohesive developments that maximise site potential, aligning all elements from the onset to optimise the design and functionality. This approach not only enhances the aesthetic and functional aspects of a project but also promotes effi ciency and cost- Four Seasons Resort and Residences at AMAALA Triple Bay | PROJECT PROFILE || PROJECT PROFILE | MAY 2024 41 designed as the ‘Headquarters Resort’ of the area. Zaidi describes how it caters to a diverse clientele with amenities, including a spa, a fi tness centre, a conference centre, and a leisure deck water park. “It’s designed to become the premier destination for discerning travellers, off ering luxurious retreats tailored to both families and corporate guests,” he adds. EVOLVING LANDSCAPE ARCHITECTURE The scope of U+A’s work extends deeply into sustainability and cultural integration. Zaidi notes that both the projects aim for LEED Gold certifi cation, refl ecting their commitment to environmental stewardship. “Our approach incorporates sustainable practices like green space provision and waste management, ensuring our developments are not only luxurious but also environmentally responsible,” he remarks In addition, U+A has fortifi ed its landscape department, enabling landmark projects that seamlessly blend architecture with natural surroundings. “We’re keen on establishing a renowned landscape design division that sets new standards for excellence and innovation,” Mona Campbell, Landscape Director at U+A states. Campbell, with extensive experience, provides insights into the transformation of landscape design in the region. “Initially, landscape architecture was an afterthought. Today, developers recognise its importance from the project’s inception,” she explains. She also describes how U+A’s landscape design strategy now emphasises sustainability and resilience, integrating features such as sustainable drainage systems (SuDS) to enhance environmental benefi ts and climate resilience. Both U+A projects align closely with Saudi Arabia’s Vision 2030, aiming to transform the kingdom into a leading tourism destination. “Our projects contribute to cultural heritage promotion and economic growth through sustainable tourism,” Niknam concludes. This strategic alignment is anticipated to have a lasting impact on the region, elevating its status on the global tourism and architectural map. Through these strategic innovations and a commitment to integrating comprehensive design services, U+A not only leads in architectural and landscape design in the Middle East but also signifi cantly infl uences global standards in the hospitality industry. Their projects, characterised by luxury intertwined with sustainability, are paving the way for future architectural excellence in the region. U+A’s Saif Zaidi, Director - Architecture; Mona Campbell, Landscape Director; P. Martin Dufresne, Managing Principal; Tiago Sampaio, Design Director; Sasan Niknam, Project Director; and Muhammad Habsah, Associate Director [from L - R] Six Senses at AMAALA Triple Bay| OPINION | 42 MAY 2024 A HUMANISED APPROACH TO WELL-BEING Ghada Al-Rumayan, GCMO of ROSHN, details the PIF-owned gigaproject’s innovative approach to urban development as it rede nes the essence of vibrant societies A vibrant society means many things to diff erent people. For me, it is an idea that everyone aspires to be part of and live in. But given the diff erent meanings, it’s not something that can be easily quantifi ed; it can be hard to defi ne and even harder to work out how to create. For us at ROSHN, as we bring a new way of living to the kingdom, we view this challenge as an opportunity to take a humanised approach. Our answer is to make a vibrant society about people and the thing that makes people, people—feelings. It’s about instilling a sense of collective well-being, where people feel they have health, fulfi lment, and connections. It is how we can use SEDRA as a template for shaping the notion of community living that can be mirrored in other developments, communities, and projects nationwide. With urban development an everchanging canvas, this is about more than just building design and layout: SEDRA 4 refl ects ROSHN’s commitment to crafting urban living spaces that echo the dynamic needs and aspirations of modern society. SEDRA, like all ROSHN projects, is a truly mixed-use and integrated development, one that nurtures a community spirit that is often lost in large-scale city living. Alongside the 4,860 homes, this latest sales phase will add to SEDRA, there are attractive public spaces that account about honouring our past, so people feel in touch with their culture, their heritage, and their history. And it’s about facing the future, so people feel they have the opportunity to succeed, for their children to thrive, and look towards a bright future for generations to come. In short, it’s about quality of life. This may sound vague, but we believe this can be built into our communal spaces and urban environments. As we launch the latest phase of home sales in our SEDRA community, we are confi dent this project shows how sustainable, healthy, happy, and fulfi lling communities that prioritise human connections are fundamental to building a vibrant society. Indeed, we want to see | OPINION | MAY 2024 43 “SEDRA 4 re ects ROSHN’s commitment to crafting urban living spaces that echo the dynamic needs and aspirations of modern society” Ghada Al-Rumayan, GCMO of ROSHN for 30% of the phase’s footprint and our signature mix of integrated vital and lifestyle amenities. SEDRA also off ers direct access to ROSHN Front’s iconic shopping and business destination, providing an all- encompassing live, work, and play lifestyle. Yet, SEDRA 4 off ers even more, thanks to its focus on a concept that brings together people the world over: Sports. In Saudi Arabia and as part of the Vision 2030 Quality of Life program, more Saudi nationals and residents are participating in sports, thanks to easier access to facilities; today, 48% of people across the country now do at least 30 minutes of sport a week, marking a key milestone towards fulfi lling an important Vision 2030 goal. It is with this—and the simple joys of sports—in mind, that we formed a partnership with the Sports for All Federation (SFA) to embed a state-of-the- art sports dome in SEDRA 4, and eventually across all our developments. This will make fun, enjoyable, and healthy physical activity part of the daily lives of residents and visitors, establishing healthier and happier communities while changing how residents engage with their environment and each other. The sports dome will off er an array of activities catering to all ages and interests, providing a year-round indoor venue for football, basketball, tennis, and more, ensuring that weather is never a barrier to a healthy lifestyle. This initiative is a crucial step in transforming Saudi Arabia into a society where healthy living is not just encouraged but seamlessly integrated into the fabric of everyday life. The signifi cance of the sports dome extends beyond health; it is a hub for social interaction and community engagement. In a world where digital connections often overshadow physical interactions, facilities like the sports dome provide essential spaces for face-to-face socialising, fostering a sense of community and belonging among residents. This is a benefi t of sports recognised by Vision 2030, which aims to increase physical activity in the kingdom by 40%. As a mandated enabler of this vital, ambitious strategy, the Sports Domes are only part of our commitment to sports development. Through our various initiatives, we sponsor events that promote active lifestyles and community engagements—ROSHN Saudi League, F1, Riyadh, and Jeddah Marathons, and LIV Golf Invitational Series, to name just a few. With the popularity of every one of these events, we are delighted that SEDRA 4 will further enable the aspirations of a new generation’s vision of a vibrant society. As we come full circle to the question of what makes a vibrant society, it is clear that one is created through a feeling and sense of community but also is built into the foundations that these communities call home. The sports dome we enjoy with friends, the barista you greet to get your morning coff ee, and the neighbour you share a walkway with on your commute. SEDRA 4 is a declaration that the future of urban living is here, and it is brighter, healthier, and more connected than ever before. | FIT-OUT | 44 MAY 2024 “Depa Group is committed to a sustainable market approach that reduces its environmental footprint and improves its performance” SUSTAINABILITY MEETS STRATEGY Haitham Tuqan, Group CEO at DEPA, on driving sustainability and strategic growth in the global interior contracting industry In the heart of the MENA region, where innovation meets tradition, stands Depa Group, a titan in the interior contracting industry. At the vanguard of this illustrious entity is Haitham Tuqan, the Group Chief Executive Offi cer since May 2023. With over three decades of experience, Tuqan is a paragon of leadership in the construction sector. His unique blend of strategic vision and operational expertise has propelled Depa Group into new realms of success and innovation. “Our international expansion was mainly due to referrals from hotel operators and consultants after we successfully delivered a challenging project for them in the UAE,” Tuqan explains, shedding light on Depa’s strategic approach to establishing a strong footprint across the globe. The company’s impressive portfolio boasts over 2,500 projects in 35 countries, including landmarks in Germany, Singapore, the UAE, Saudi Arabia, Morocco, Egypt, Angola, India, Bangladesh, Azerbaijan, and Qatar. This expansion is not just a testament to Depa’s global reach but also as the Burj Al Arab, the Burj Khalifa, and the Atlantis, Palm Jumeirah Dubai. He explains, “When we tender for projects valued between $13.6 to $27.2 million (AED 50 to 100 million), we encounter eight to 10 competitors. However, for projects with a value of $163.3 million (AED 600 million), the competition narrows down to just one or two. “Another crucial criterion for us is aligning with clients who share our values—those who not only have a deep understanding and experience in developing projects according to the best practices in the industry but also commit to sustainable missions, reasonable timelines for high-quality project delivery, and timely payments to avoid delays.” Addressing the challenges faced with to its capability to deliver large-scale projects with its “two state-of-the-art manufacturing facilities and the large in-house labour force.” When discussing the selection criteria for projects within the MENA region, Tuqan emphasises the importance of value addition and unique challenges. “As competition is fi erce, we try to select projects where we can add value while most of our competitors can’t,” he states. This strategy involves tackling complex projects requiring sophisticated technical engineering and extensive production capabilities, such as the KAPSARC and metro station both designed by Zaha Hadid or the UAE pavilion designed by Santiago Calitrava. In addition, Depa Interiors has delivered some of the world’s most iconic interior projects such | FIT-OUT | MAY 2024 45 projects that are diverse, Tuqan highlights logistics and local market dynamics as key hurdles. “We are executing several luxury projects on remote islands, where logistics present both a challenge and an opportunity to add value for our clients. The key to timely project delivery has been prioritising long-lead items and implementing a just-in-time delivery system for these projects,” he acknowledges. Moreover, he notes that the booming construction industry in KSA presents its own set of challenges, from securing commitment from subcontractors to managing skilled manpower to on-time delivery and quality. Despite these obstacles, Tuqan asserts that Depa’s strategic navigation through employing a large in-house labour force and leveraging its manufacturing facilities has been crucial. Furthermore, one of Depa Group’s key business units, Deco Group, is one of the most experienced interior contractors and furniture manufacturers in the Middle East, off ering high standards of construction, manufacturing, design, and project management for the retail sector. In addition to this is German-based Vedder, also under Depa Group, which delivers unique projects for luxury yachts, private residences, hotels, public infrastructure, commercial and retail spaces, and exclusive projects such as private aircrafts. Tuqan points out that with over 125 years of German engineering experience, the company today employs more than 350 specialist staff at its two innovative production facilities. GREENING THE GAME In an era where environmental responsibility has become a global imperative, Depa Group is leading the charge towards a greener future with a visionary approach that intertwines sustainability with every aspect of its operations. On asking how sustainability stands at the forefront of Depa’s mission, Tuqan proudly states, “We have delivered two Platinum LEED projects, and we have started with our third one.” He also adds that this commitment extends beyond individual projects to encompass the entire organisation’s operations. “Depa Group is committed to a sustainable market approach that reduces the Group’s environmental footprint and improves its environmental performance,” he elaborates, referencing the Forest Stewardship Council (FSC) Chain of Custody Certifi cation, which verifi es that FSC-certifi ed material has been identifi ed and separated from non-certifi ed and non-controlled material as it makes its way along the supply chain. “Additionally, we have updated our production manuals to ensure our factories run in accordance to the FSC certifi cation,” he adds. According to Tuqan, Depa Group has established, documented, and implemented an Integrated Management System (IMS) that seamlessly integrates QHSE standards, complying with local and international norms. He elaborates, “Our dedication to excellence is underpinned by a robust framework that encompasses innovative and clean manufacturing processes, a robust health and safety programme, sustainable procurement, and effi cient energy management that are continuously evaluated in accordance with standards ISO 9001, 14001, ISO 45001.” He further highlights the brand’s strategic approach towards sustainability, “Our initiative to refi ne the waste management system and focus on local procurement is driven by a vision for long-term sustainability. We are invested in the research and adoption of alternative, more sustainable materials, refl ecting our commitment to environmental stewardship and a health and safety perspective.” CRAFTING VISIONS Looking ahead, Tuqan shares insights into Depa’s current and upcoming projects, emphasising the company’s continued focus on its core markets in the UAE, KSA, Germany, and Egypt. “We have completed an infrastructure project in Riyadh designed by Zaha Hadid with a value of over $66.6 million (SAR 250 million). We have eight ongoing hospitality projects in KSA,” he details, showcasing Depa’s robust project pipeline and strategic market focus. He continues, “In the UAE, we are nearing completion of One Za’abeel Tower A - residential, and the public area of Tower B. We are also working on delivering our second Mandarin Oriental Hotel, a Sheraton Hotel, a mega offi ce project, and the refurbishment of a luxury hotel in Abu Dhabi. “In Egypt, we are executing two large-scale FF&E projects in collaboration with major international hotel operators.” Tuqan summarises that Depa Group’s journey refl ects a narrative of strategic growth, operational excellence, and a deep-rooted commitment to sustainability. “As we continue to make our mark on the world’s architectural landscape, our story transcends the transformation of spaces. It’s about championing innovative and sustainable practices that defi ne our legacy and future,” he concludes. Mandarin Hotel, Jumeirah, Dubai, UAE The St. Regis Red Sea Resort46 MAY 2024 | EVENTS | Words by Mahnoor Bari Despite their name, soft skills are actually quite hard to develop, yet form a critical toolbox of the skills needed to develop in most professions. But what are some of the key qualities or attributes women should cultivate to lead diverse teams and complex projects? This was the fundamental question that set the day in motion at the fi rst session of Construction Week Middle East’s Women in Construction conference, held in March. With over 20 speakers and experts and hundreds more in attendance, the conference centred around how to help women develop critical skills as well as networks to ensure greater success, as well as what employers and other key players can do better to make sure that women in the construction industry are not just present, but see it as a viable and sustainable career path worthy of pursuing. “Including more women in the workplace doesn’t have to be complicated; it can be as simple as having a graduate programme in place, or checking internal company data to see whether people are paid fairly similarly [for similar roles] in terms of gender or nationality,” said Sarah Saxon, Director of Human Capital at Compass, highlighting the key role that data that employers already possess can play in promoting diversity and inclusion. “Data can help to check if policies [put] in place are being implemented.” “The next step comes in the shape of having inclusive policies like maternal leave and extended paternal leave, which give people an additional chance to be with family,” said Saxon in the discussion with insights from marketing and communications expert Shorouq Hamawi, as well as Mariam Azmy, Chief People Offi cer at Innovo and Vash Singh, Sustainability Director at KEO, who concurred that strategies like scholarships, bursaries, and gender-sensitive graduate recruitment can help introduce the construction industry to young women and girls at pivotal points in their careers and give them exposure to role models. In the following panel, mentorship took centre stage as Jesyka White, Director of Operations at PMKConsult, Sam Graham, Managing Director at Rider Levett Bucknall, and Roxy Reynolds, Senior Commercial WOMEN IN CONSTRUCTION CONFERENCE: AS IT HAPPENED | EVENTS | From examining ‘soft’ skills and policy to sharing wins from the classroom and meeting room, here are the highlights from the conference in March MAY 2024 47 | EVENTS | Manager at Omnium International shared insights of how guidance from industry longtimers—whether through institutionalised mentorship programmes in the workplace or personally seeking them elsewhere—shaped their careers and perspectives, ultimately moving the needle of their personal growth and making them more eff ective at work and everyday life. “Mentorship doesn’t have to be structured, and it can be more organic. You can benefi t simply by being open to the wisdom of the people in your workplace—you don’t need a specifi c mentor,” said Graham. Beyond organic, it can even be passive, he said, “You can learn what not to do just as much as what to do.” White added that simply by observing and embracing a person in their entirety—the good and the bad—anyone can fi nd anyone to be a mentor. But there’s a catch; according to White, not everyone is cut out for mentorship—people who are amazing at what they do, don’t always make great mentors. “[In order to be eff ective,] companies need to teach people how to be eff ective mentors and make sure they’re capable of fulfi lling that role; it’s a completely diff erent skill set, and employers need to invest just as much in developing mentors as mentees,” White said, bringing the session to a close. Less than 15% of construction professionals worldwide are female; even less than that are from minority groups, said Gurminder Sagoo, Managing Director for UAE and Oman at Egis International in the second session. While workplaces have become more diverse and inclusive over the decades, there’s still a long way to go as the industry faces a major challenge in the form of drawing talented resources into the industry. When it comes to the UAE—and the GCC in general—the story is diff erent. “The UAE is [currently] ranked 7th on the UN Gender Equality Index. In 2015, it was 49th. I saw the change fi rst-hand,” said Sagoo, who made the case that creating practices that attract people into the industry at a grassroots level from an early age can help to increase both gender and minority representation in the industry. Even when women enter the industry, attitudes can be slow to change and projected stereotypes diffi cult to overcome. The second session concluded with a panel discussion between Michelle Nelson, Partner at Reed Smith, Lucynda Jensen, Project Lead UAE, Project and Development Services at JLL, as well as Alyaa Al Wahab, Head of Project Management at Rider Levett Bucknall, Alpin Limited’s Sustainability Consultant and DE&I Champion, Sara Al Rifaei, and Sindya Sundar, Associate – Project Management at Studio International Engineering Consultants, who shared their collective experiences, and how they beat preconceived notions about their abilities and qualifi cations to having to fi ght for bathrooms. With a callback to the fi rst session, Dr Harpreet Seth, Director of Studies Architecture at Heriot-Watt University Dubai, shared case studies of creating opportunities for students to get hands-on experience of designing, building, and constructing through competitions, small-scale projects, presenting before a jury, as well as open days on site and in offi ces in order to build self-esteem and foster an ethos of teamwork. Such initiatives, said Dr Seth, help to build a roadmap for bridging the gap between academia and industry, while also providing recognition for projects and individuals in the industry, which promotes awareness. “Empowering women is a societal responsibility,” she added. “It starts at home in the community, stakeholders, and global society.” The fi nal session of the day began with a keynote by WakeCap’s Head of product management, Salpie Kechichian, who shared her challenges of introducing not just a new product but also ushering in institutional change management within a fi rm in a heavily Harpreet Seth, Director of Studies Architecture at Heriot-Watt University Dubai Women in Construction conference’s networking event48 MAY 2024 | EVENTS | male-dominated industry like construction. She emphasised that successful tech and product adoption is based on transparent communication with teams and making them feel valued and included in change. Structured yet fl exible training sessions designed to demystify the tech and fi nding ways to include it into existing workfl ows and processes is an approach that works with winning outcomes. The fi nal session of the conference concluded with a panel looking to the future, on how to attract and retain women in the construction industry, which led to some key insights that resonated with the crowd and panellists alike: there are paths in the construction industry that are open to women beyond the binary of a work site or behind a desk in ‘safe’ functions like HR or fi nance— and that we need a fundamental shift in workplace culture. “There needs to be a focus on education to [create] awareness that there’s more than just the physical environment when it comes to construction, and [we need] a working culture shift to give the family unit more respect,” said Mark Larkin, Partner and Senior Principal for Capital Projects at EY. “Down time to take care of family shouldn’t be penalised,” he said, whether it’s clocking out of work on time or a break in career. The panel, titled ‘The Future Workforce: Attracting and Retaining Women in Construction’, also included Asmaa A. Atta, corporate BIM manager of Saudi Diyar Consulting; Salma Abu Izzeddin, MEA Lead for Project, Programme and Construction at Procore, acknowledges that women in the construction industry encounter various obstacles, including unconscious bias at work and personal challenges. However, she remains hopeful that having women present in the industry will help address these issues eff ectively. “We need to attract women to the industry—once [they have] decided to be in the industry, then the social and personal challenges can be addressed,” she said. “The pace of change is what needs to change.” The panel conceded that while diversity and inclusion policies have taken fi rm root and many policies are constantly evolving, most of the real issues continue to remain. “Policies may be there on the books but we don’t open them every day; we should foster a culture of diversity and inclusion where women are part of it, but we should foster passion and talent wherever we see it,” said Guinand. Gurminder Sagoo, Managing Director for UAE and Oman at Egis International Management at Mace; EY’s Larkin, and Sara Guinand, Digital Lead for Buildings at AtkinsRéalis, and was moderated by Sinimol Noushad, Chair and Founder of Uniq Project Solutions. Lama Saleh, Senior Solutions Engineer Leaders advocate for balanced family support and career growth in construction Women lead the way in breaking construction stereotypesSHAPING TOMORROW, TODAY: LEADING THE CHARGE TOWARDS SUSTAINABLE URBAN DEVELOPMENT REGISTER INTEREST TO ATTEND CONSTRUCTIONWEEKLIVE.COM SCAN TO VISIT WEBSITE FOR SPONSORSHIP ENQUIRIES Moutaz Gadelhak Commercial Director T: +971 4 444 3177 M: +971 58 287 6309 E: moutaz.gadelhak@itp.com FOR EVENT ENQUIRIES Karishma Vithalani Senior Events Manager T: +971 4 444 3226 E: karishma.vithalani@itp.com 4 Tuesday 4th June 2024 Crowne Plaza Riyadh Al Waha, Saudi Arabia Gold Sponsors Silver SponsorsBronze Sponsor Supporting Partners Next >