ROSS TRIVETT
General Manager, Khansaheb
It is often thought that contractors cannot add value to the early stages of a project’s design development, and therefore do not get included within the design / project team as an equal member. Greater collaboration between designers and contractors at an early stage will ensure clear understanding of clients vision and objectives. It might also aid designers in designing to a more realistic budget – eliminating extensive value engineering and saving time that can be utilised in designing instead. There is also the misconception that almost any contractor can do almost any project, when in reality, certain projects demand the capabilities and skills of certain contractors. When selecting contractors to bid, it is often thought that all contractors have basically the same standards of e.g. health & safety, management capabilities, delivery skills, quality controls and there is no real differentiation.
Being amongst one of the reputed names among interior contractors in the UAE, you understand the demand for fast-paced progress in the region. What are some methods to meet this demand?
We are often involved in fast track projects, and we utilise several methods to aid in achieving success on these projects including :-
o Digitizing site processes as much as possible (BIM, Quality Control/Snagging, Document Management and Project Reporting)
o Using modularised pre-manufactured / assembled methodologies wherever appropriate
o Early procurement of any long lead key materials and specialist suppliers
o High levels of collaboration and communication with all parties to facilitate change requirements and information requests
o Ensuring appropriate levels of labour and supervision are allocated to project at right time
o Overlapping of design and construction where applicable
o Using trusted capable supply chain
As a contractor, what are some practices that designers and clients can adopt from their end to aid you in delivering projects on time and within budget?
Giving better and longer periods to designers shall facilitate more complete designs issued at tender stage which in turn will lead to fewer addenda and changes of design during tender. Appointment of suitable, qualified and resourced designers for each specific project can also help accelerate processes and cut-back on on-site revisions. Receiving fully co-ordinated – complete, precise and unambiguous make for clear design and tender programs.
Being well-established in the region, what do you think is the key to thriving in the UAE?
According to me, the keys to surviving in the UAE, are principally :
o Developing and maintaining a reputation for successful project delivery
o Carefully selecting projects and clients which meet the capabilities, skills, resources and capacity of the company to deliver
o Access to a strong reliable supply chain
o Committed, loyal and skilled workforce
o Strong ethical and moral behaviours and culture
Over the decades you have worked in the region, what do you think are the top priorities of clients here? Where do you think the future of contractors in construction is headed?
Over the past 2 -3 years the priorities of most clients is to get projects delivered for the lowest (often unachievable) cost and timescale. We have also seen contract conditions veer to unbalanced risk / reward allocation for contractors, heavily favouring clients positions with little opportunity for discussing the implications of imposing such clauses and risks. The future for contractors in the UAE is likely to be increasingly challenging with oversupply of contractors, shortage of quality opportunities and a client base driven predominantly on a cost basis as opposed to any aspects of delivery capability, health & safety standards, and financial standing.
Is there a region in the world you admire most for the organization and methods of construction?
Most Western regions (UK, US, Australia) adopt a more collaborative approach to construction delivery, with contractors engaged on a more equitable basis as part of the project team.
In the case of the UK, a key example is the ‘Construction Playbook’, which sets out key policies and guidance for how projects are assessed, procured and delivered. This also takes into account a ‘whole-life’ cost approach, as opposed to simply a lowest entry price award.
