International Intelligence: Abu Dhabi
Slow and steady has won the race for the richest Emirate, says David Camp.
While Dubai is the most well known of the seven Emirates that make up the United Arab Emirates, it is neither the largest nor the richest. That honour lies with Abu Dhabi, which comprises 87% of the UAE’s land area and contains 95% of its oil reserves. Abu Dhabi is the nation’s capital and its economic powerhouse.
The UAE is a relatively new country. It was founded in 1971, and has seen phenomenal growth over the past 40 years. Official figures gave the population of the UAE as 8.26 million in 2010 – 30 times the 280,000 residents present when the nation was founded. However, this exponential growth rate has had significant consequences for the population dynamics; only 950,000 people, or 11.5%, are Emirati.
The starting point for growth in the UAE was the vision of Sheikh Mohammed bin Rashid Al Maktoum, the ruler of Dubai. Starting in 1985 with the establishment of Emirates Airlines and the creation of Jebel Ali Free Trade Zone, Sheikh Mohammed has invested oil and gas revenues to diversify the economy, and other Emirates have followed suit.
Boom and bust
The growth of tourism in the UAE has been impressive. Dubai’s International Airport is now the fourth busiest international airport in the world and there are plans to double its capacity by 2020. Abu Dhabi’s airport is also expanding with an initial target capacity of 27 million passengers.
The Emirate took a more conservative approach to development than Dubai, only opening up property ownership to expatriates in 2005 and establishing the Urban Planning Council in an attempt to curb developer excesses. As a result, the pace of development was somewhat slower in Abu Dhabi, and the global economic crash did not hit the capital as hard as it did Dubai.
Depreciating assets
The legacy of an overzealous development boom in Dubai includes unfinished buildings, bankrupt developers, debt-laden property owners, and a series of unsolved legal dispute. It will take years for supply and demand to balance.
By contrast, Abu Dhabi’s slower rate of development has left the capital on a more sound footing – though with the UAE having one of the highest levels of energy use per capita, there remain concerns about the sustainability of the region’s development model.
But there are developments that are addressing these issues. Masdar in Abu Dhabi is aiming to become the world’s first carbon-neutral city. The UAE was one of the first oil-producing nations to sign up to the Kyoto Protocol, and Abu Dhabi’s Estidama framework is a model for sustainability initiatives in the region. Development opportunities remain in strong locations for projects that address market opportunities.
Importantly, the fundamentals that led to the boom in the UAE remain: as a global air hub, the UAE is well positioned with two-thirds of the world’s population within eight hours’ flying time; as an internationally focused regional business base it is second to none; and it is perhaps the most cosmopolitan country in the world, with people from a reported 185 nationalities living and working there.
A benefit of the downturn is that many real-estate speculators have gone, and values are becoming more realistic. As demand for hotel rooms and flights declined following the economic crash, these became less expensive, which has served to reinvigorate tourism. A recent Mastercard study revealed that Dubai is now the world’s ninth most visited city, with almost 8 million tourists anticipated in 2011 – a 17% increase from 2010.
Times may be tough, but the vision that built the UAE over the past 40 years is not diminished. All it will take is some economic rain for the development desert to start to bloom again.
David Camp is director of economics at Aecom.
Source: BDonline
Insider’s 101 Ways To Make A Million
In a rare insight into what makes a successful business, Insider asked some of the UK leading entrepreneurs for their top tips for true entrepreneurial growth.
1-Prepare to start a business. Save some money, clear your debts and cut back on non-essential expenses to give your new business the best chance of success. Make sure you also have the support of your family.
2-If you want to run your own business, do it! Start by running your own business in your spare time, so you can try out your idea without giving everything up.
3-If you are not comfortable with work totally taking over your world, then self-employment just isn’t for you.
4-A strong self belief, almost bordering on delusion, is a pre-requisite.
5-Be prepared to work harder than you've ever done before.
6-You must have a burning passion for your business, a passion that stops you from sleeping and that helps you develop a successful vision.
7-Very few people get to the top via short circuiting the system. Greatness requires an inordinate amount of time.
8-It costs nothing to get out there and get your business off the ground. If you believe in it then you can sell it, so go and do it.
9-If you didn’t learn to beg and borrow as a child and have a cheeky face, business success could be tricky.
10-Choose an industry or product that you feel passionate about. By doing so, you’ll naturally invest far more in its success.
11-It's all about doing the obvious before it becomes obvious to everyone else.
12-Know the market you are in and have the vision to look into the future of that market.
13-Set your business up with a purpose. This will help people buy into what you want to achieve and they will help to promote you.
14-Don’t wait for the one big idea – success often comes from 1,000 small improvements, which can be started today.
15-If you have to spend too long thinking about it, it’s not right: it should jump out and smack you in the kisser.
16-Work seven days while others are working five. Remember the only thing you get for free when you start a new business is your own time.
17-Naivety can be your biggest asset. It can push you along and break down obstacles.
18-Read about how other successful people achieved their success.
19-When you start, call in favours and keep in contact with people. Network like hell! Friends and business contacts will want you to succeed.
20-Get yourself a hang glider: a mentor who can hold your hand, overcome inexperience with good advice.
21-A mentor is an important person in giving feedback and ensures the business remains focused and challenged.
22-Never be too proud to listen to other people’s experience as it will save you loads of time and money.
23-Take the advice of anyone and everyone around you but never steer from your gut instinct when starting.
24-Never stop learning. Take on the advice and experience of those around you and always push yourself to be at the forefront of your industry.
25-Don't be afraid to change your mind if others have better suggestions.
26-Do what you think is right. No-one in the world knows what you know or has the experience you have.
27-Learn to observe; great entrepreneurs get inspiration by observing.
28-Stick to your knitting. It is very easy to lose sight of your goal and dilute your effort as the next great idea comes along.
29-If you don’t stand out, forget it. Commercial success is perfectly correlated with differentiation.
30-Craft a killer strategy to ensure that your business is differentiated among the competition.
31-Create a clear strategic business plan. This way you will be prepared for the worst.
32-You must constantly look to differentiate yourself from the competition. You must always aim to improve your product and the service you offer.
33-Develop a business plan that is realistic and sells your idea, your USP.
34-Execute, execute, execute that strategy.
35-Look at your proposition from the outside in and not the inside out. Don’t ask customers, use your gut instinct.
36-Embrace technology – small start-ups can access global opportunities like never before.
37-Follow the golden rules. Don’t sleep with the pay role and don’t employ friends – it’s always said, but it is true.
38-Thew majority of new businesses fail due to poor execution of the business idea. Do not underestimate the operating costs of your business.
39-Don’t compete on price. Instead, look to add value to your customer so you can sell at a higher price.
40-Cash is king. A lot of businesses fail because they run out of cash, not because they are bad businesses. Sometimes you have to say no to more orders, or obtain additional funding.
41-Bill early, bill often. If you can get some work done and billed quickly, you will need to borrow less cash.
42-Understand finance. Whatever the business, it is a fundamentally what drives the business forward.
43-A buyer or a seller? Most successful entrepreneurs love making money. Many of them hate (or at least find it difficult) to spend it.
44-Remember, a penny saved is a penny earned. Be hard but fair with your suppliers and fight for the best deal.
45-Profit is good, cash is king – when setting out ensure that you can see how it will be funded, even if and when things go wrong.
46-Always keep your eye on cash. Even if you’re not great at the finances, get to grips with dynamics of your cash flow.
47-Don’t be afraid to ask for your money. If you have a customer who you are unsure about, ask for pre-payment. Remember it’s not the business you do, it’s the business you don’t do that counts.
48-Never take your eye off the cash and really understand the working capital drivers.
49-Cash is important and it’s surprising how often people forget to manage it.
50-Think outside the box, for example, when making acquisitions we have sometimes paid the vendors in instalments.
51-Pay your bills on time, including taxes, and if you can’t pay on time, tell your creditors what you are going to do.
52-Being in business is about making as much profit as possible. If instinctively this feels “immoral”, then running a successful business is probably not going to be your forte.
53-Save for a rainy day. I would always recommend hanging on to some profits so you can weather storms.
54-Get professional advice. Be clear about your skills and expertise, and honest about where you should get professional advice.
55-Plan for the divorce. If you go into a partnership, always have an agreement drawn up.
56-Never, ever go into business with someone you don't like or trust. Even nice people can turn nasty when money is involved.
57-Go into business with some people you trust dearly and on an equal footing. They will be there to pick you up when you fall down.
58-Focus on culture and leadership development.
59-Delegate! Recruit people you can trust and allow them to bring new elements to your business. If you refuse to let go, you will stunt your company’s growth.
60-Recruit only the best.
61-Make sure you have said hello to the whole workforce before you start work, they often have innovative ideas.
62-Recruit people better than you, you don’t want to lead a mediocre team.
63-Never be afraid of your weaknesses. Surround yourself with the right people and team to plug your own downfalls. This will allow your strengths to shine.
64-Implement a system of FIFO: Fit In or F-Off! Give everyone the encouragement and opportunity to comply but, if they disrupt your business, get rid.
65-Engage colleagues in company decisions wherever possible. It will ensure staff loyalty.
66-Trust your team. Most of the time your faith will be repaid.
67-Tell the workforce everything and keep them constantly updated. This will smash the rumours and grapevines.
68-Having the right team and support allows the business to grow faster. Never be afraid to ask for help and never be afraid to be wrong.
69-You must build up a good team. You can be a good leader, but everyone must be on the bus and going in the same direction.
70-Trust your team and empower them. If they mess up once give them a chance; if they mess up twice then let them go.
71-Catching people doing things right and saying “thank you” costs nothing, but gives huge motivational benefits.
72-Work smart and don’t be afraid to charge a fair amount for your expertise and time. If you get this wrong you will end up being a busy fool.
73-Hold a 30-minute stand up meeting each morning at which information is exchanged and decisions made. Remove all meetings where decisions are not made.
74-If you get the right people, hang on to them and develop them.
75-Build a strong brand that people trust. You need to make sure that your company is doing everything it can to earn and keep their trust.
76-Be memorable -but the moustache and ponytail is my trademark.
77-Have a clear proposition that meets a need and is different from others. If you must be “me too”, on brand and service, not price – why would you want to be the cheapest?
78-Don’t be afraid to reduce the size of your potential customer base or market in order that you can know your customers better.
79-Talk to your customers. It’s important that you listen to feedback, but even more important that you act on it.
80-Think like your customer. Learn to understand their needs and then cater your offering to suit.
81-Remember that the better defined your customer base is, the easier it is to add value to them.
82-Align your business systems to give your customers real emotional value.
83-Stay very close to your customers. It ensures that you really know what's happening, which ensures good decisions.
84-Work on trying to get your customers to become your brand advocates. This is done by exceeding the expectations of customers.
85-Be generous with your time, advice and money. Whatever you do will multiply and eventually come back to you.
86-Build a strong relationship with your suppliers. If you don’t have a deep understanding, you will struggle.
87-Don’t give up. Business is about hard work, long hours and coping with the knocks. Very little is about luck.
88-Be persistent – never, never, never give up. I have stuck to my guns and succeeded.
89-Believe in yourself. Never let anyone say you can’t do it.
90-Be resilient, endure and survive. When you start for yourself, the highs are high and the lows are low.
91-Running your own business is a high risk adventure. It requires you to invoke qualities and skills you do not know you possess. You must have a strong belief.
92-Have the passion to see the seeds of an idea grow and flourish into a successful business.
93-A sense of humour, thick skin and the ability to continually pick yourself up, dust yourself down and keep charging forward is essential.
94-You won’t avoid pitfalls – you are bound to fall into a pit if you are taking risks. The trick is to learn from the mistakes and not repeat them.
95-Learn to adapt. The only thign to be uncertain about is uncertainty.
96-Adapt and evolve as you go, but at least set off. Get on with it and just do it.
97-Look for opportunities. There are opportunities in every market, even a recession. You just have to search hard to find them.
98-Stick to your ethics. You want your business to be around for a very long time and reputation is incredibly important.
99-Play it straight. Duck and dive if you must, but draw your moral line in the sand and don’t cross it.
100-Be honest: you can only lie to someone once. The suggestion that you have to be devious to succeed in business is a myth.
101-Advice is probably wasted on budding entrepreneurs as they rarely take it and they think they know best.
Source: Insider
Isn’t BIM just 3D CAD?
The benefits gained from Building Information Modelling (BIM) correspond to the quality and depth of information in the model. Dr Stephen Hamil explains how BIM is not just 3D CAD and how master specification systems make a huge contribution to the 'I' in BIM.
A CAD example
When analysing the benefits of Building Information Modelling it is often worth taking a step back and looking at a very simple example:
Consider an external wall (as illustrated in Figures 1 and 2). Within the latest CAD systems, walls are now three dimensional objects. The wall object is then broken down into the key products that make up its structure. For example, render, external brick leaf, cavity insulation, internal block leaf and plasterboard dry lining. Each of these is an object itself; this allows the creation of automatic schedules and quantity take-off. For example, within a click of a button, the number of bricks or the sheets of plasterboard within the building can be calculated.

Figure 1 – An 'out of the box' wall in 3D CAD

Figure 2 – Products that make up this wall's structure in 3D CAD
In addition to automatically generated quantities, 3D CAD models from different disciplines can be combined for clash detection. Users can add quite complex constraints so that the objects interact as expected. And, of course, spectacular visualisations can be created. However, can the full benefits of BIM be realised in these present 3D CAD models?
Consider the same external wall in a master specification system, for example, NBS Domestic Specification, our product for domestic new build, refurbishment and alteration work. Figure 3 displays the template description of the wall as a system in NBS Domestic Specification.

Figure 3 – External wall description in NBS Domestic Specification
Additional key products
Immediately, it is apparent that in addition to the key materials such as bricks, blocks and insulation, there are a number of other products that are not described as objects in the 3D CAD model. The external wall in NBS describes wall ties, cavity trays, weep holes, and lintels, and it's also evident that key products vary above and below the damp proof course.
Product definitions
Below this system description of the external wall, each of the products that make up the wall may be defined in greater detail, as for blocks in Figure 4.

Figure 4 – Specification clause for one of the many products that make up the wall
In the vast majority of cases this detailed information would not be in your 3D CAD model. For example, what standard a particular product must comply to or what its compressive strength and thermal conductivity is.
The question arises: "Will this information one day be in CAD?"'. If so, the follow-up question is: "Who will maintain its currency?".
Workmanship
A true BIM must contain all of the information required to build and maintain the building. The expected standards for workmanship are a crucial part of this. Figure 5 displays a sample of the level of detail required to specify workmanship for our external wall.

Figure 5 – Specification clause to ensure high quality workmanship
Performance requirements and their verification
The final component of a true BIM that this article considers is performance requirements - crucial in many designs. In modern procurement the designers quite often produce outline schemes and describe the included systems in terms of their performance requirements.
For instance, our external wall will not be specified in terms of the materials it is made from, but in terms of its structural, acoustic, thermal or aesthetic performance. However, listing performance requirements is only half of the picture, how these requirements are to be verified once the wall is complete is also essential. Master specification systems world-wide are increasingly providing and maintaining this content. This information must now be linked to the corresponding objects in 3D CAD systems.
Summary
It is clear that the use of 3D object-based CAD packages provide huge benefits over traditional 2D CAD. However, to really appreciate the true benefits of BIM, the information in 3D CAD models must be coordinated with information in master specification systems.
Figure 6 is an illustration from the very first edition of NBS in 1973. It shows the information on the drawing coordinated with the specification, quantities, standards, regulations and manufacturer information.

Figure 6 – Co-ordinated project information
Technology is now allowing us to accurately and more efficiently coordinate this information. This process has adopted the buzz word 'BIM'. The 3D CAD example that has been considered in this article is a simple wall, but multiply this across all of the systems and products that make up a building and its surrounding landscape and it is clear that integrating CAD and specification information is a vital step to truly adopting BIM.
When you say you have adopted BIM, pause for a moment. Ask yourself have you really adopted BIM or are you currently just using 3D CAD?
Source: Dr. Stephen Hamil - NBS
Profits halved at Laing O’Rourke
Laing O’Rourke chairman Ray O’Rourke says that the recession has made his company leaner, fitter and safer than when it was in out and out growth mode.
The policy of more selective bidding for work saw the company reduce turnover and profits last year but slightly increase operating margins.
Laing O’Rourke has reported profit before interest, tax and exceptional items of £51m for the year to 31 March 2011, down from £110m last time. Pre-tax profit on continuing operations was £21.4m – down from £35.1m in 2009/10.
Total revenue on continuing operations was £3.32bn, down from £3.53bn.
The gross margin edged up from 10.1% to 10.2%.
Managed revenue in Europe (including share of joint ventures and associates) for the year was £2.7bn (2009/10: £3.4bn), with pre-exceptional operating profit before interest and taxes of £61.4m (2009/10: £81.6m).
Mr O’Rourke said: “We continued to steer the company through recession, posting a profitable performance and winning new work in parallel, reflecting progress on all fronts. Our focus on operational excellence has paid real dividends in both financial and strategic terms. We continue to hold substantial cash reserves on our balance sheet, while at the same time reducing our debt levels by £110m. We are exercising selectivity in our project portfolio to improve earnings quality over time while simultaneously investing for growth in new markets and sectors.
“Looking forward, the engineering and construction sector will continue to face into an economic storm for the foreseeable future. Whilst these and a number of other uncertainties remain in the immediate term, our medium-term view of demand growth remains positive, and we will recommence revenue growth from 2012/13.
“In this environment we will focus on protecting cash reserves and maintaining earnings quality at the individual project level. In this regard we will expand selectively into markets where the work opportunities are greatest, but we will only do this in a responsible way that fits with our business ethics.
“We now have a safer, leaner and smarter business that is in good competitive shape. We have stayed true to our core values, maintaining safety as our number-one priority; we continue to build leadership capability to drive global growth; we have added further engineering expertise; and we have strengthened operational efficiency, financial rigour and long-term thinking.“
Group finance director Anna Stewart said: “Our financial objective remains simple – to deliver rates of return above our cost of capital by efficiently deploying our skills and services into a controlled portfolio of markets and sectors. With our financial strength, engineering and construction capabilities, underpinned by a highly skilled and talented workforce, we face the future with real confidence.”
Source: The Construction Index
Aukett settles out of court with engineer over Russian tower
IDA faced gamble of winning £350,000 or losing £250,000.
Aukett Fitzroy Robinson has reached an out-of-court settlement with engineering consultant IDA in their legal row over unpaid fees.
IDA took the architecture practice to an arbitration court in Moscow in March claiming it had not been paid for more than two years.
It said it was owed £350,000 for design work on a 22-storey office tower in southern Russia.
But Aukett, the only architect listed on the London Stock Exchange, was reportedly owed twice as much by its client, Peresvet Region Kuban, which put the scheme on hold.
Now Aukett, headed by chief executive Nicholas Thompson, and IDA have issued a joint statement saying they have “amicably resolved their respective financial claim and counterclaim”.
It acknowledged that if IDA had lost the case it might have been forced to repay to Aukett the £250,000 advance payment it had already received.
The statement added: “Russia is a complicated market place and there are undoubtedly lessons to be learned from this case in the wider property services business. The parties confirm that this early resolution to the arbitration will enable them to continue to work together on future projects.”
Source: BDonline

