Archives for February 2017

Al Maha Airways – FM Consultancy

The Challenge

 

Qatar Airways planned to introduce a new ‘domestic airline’ Al Maha Airways, which would operate throughout Saudi Arabia.  Given they had no representation in the Kingdom at the time, Qatar airways reached out to Cushman & Wakefield to provide professional consultancy services in support of their aspiration.  Cushman & Wakefield were asked to support in the following areas;

  • Inspect potential commercial and residential properties from an FM perspective and make recommendations.
  • Review concept designs for space to be developed at the international airport.
  • Review and comment upon proposed layout plans for the new head office building in Jeddah.
  • Provide project management services on the extensive conversion and fit out contract for the new headquarters building.

The Solution 

As a global property services company Cushman & Wakefield has the experience in supporting multinational clients in every aspect of project management.

On appointment by Qatar Airways, we immediately supported the client through the deployment of our Jeddah based principal consultant and fit out engineer.  Given the increasing workload the client decided they needed full time support and so a suitable candidate was deployed onto the Al Maha Airways project on a 100% dedicated basis, supported and managed by the principal consultant.

The Result 

A number of residential properties were identified, inspected and assessed for suitability from an FM perspective.

For the head office, weekly inspections were made with detailed progress reports produced and shared with the programme manager.  Weekly progress meetings were held with the construction/fit out contractor on site and also with the programme and business stream leaders.

Part way through the fit out contract, Qatar airways put the concept of Al Maha Airways on hold, however we look forward to the project restarting and providing ongoing support to our valued client.

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HQBP – Facilities Management

The Challenge

 

Cushman & Wakefield had been awarded an extensive integrated facilities management (IFM) contract for a large, mixed use building in Jeddah, KSA.  Our contract was scheduled to commence upon the main construction contractor being awarded a ‘partial handing over certificate’ (PHOC).

Due to various reasons, the client granted PHOC prematurely, resulting in the PHOC having a 300 page appendix of snagging and incomplete works.  In order to close out the incomplete works, over 100 construction operatives remained on site for over a year leading to huge logistical challenges in maintaining a safe, clean and secure site

The Solution 

Cushman & Wakefield top priority was the safety of tenants, staff and other building users.  In order to maintain this Cushman & Wakefield worked extremely closely with the construction team to agree and implement;

  • Personnel access plans,
  • Exclusion zones,
  • Acceptable working hours (noisy and non-noisy activities)
  • Material delivery and removal schedules,
  • Welfare facilities,
  • Vehicular access and parking arrangements

Once these details were finalised Cushman & Wakefield undertook a series of ‘town hall’ and individual inductions with tenants, other building users and members of the FM team.  The ‘rules’ were monitored using the security team with escalation to the hard services manager, where necessary.

From a standards perspective, the schedule that housekeeping team followed was adjusted (task and frequency) to maximise resource available for public areas to maintain the best possible results without additional costs to the client.

The Result 

The incomplete works are still ongoing however they are substantially complete without any H&S incidents.  The Cushman & Wakefield housekeeping team continue to work extremely hard to achieve high standards of cleanliness throughout this prestigious building.  The Cushman & Wakefield management team continue to work closely with both the construction contractor and the property manager both of whom are delighted with the flexible and supportive approach demonstrated by Cushman & Wakefield.

 

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Mars – Project Management

The Challenge

The Mars corporation have a global mandate with Cushman & Wakefield and have worked successfully with Cushman & Wakefield project management teams in throughout the world, most recently at Istanbul.  When Mars, Saudi Arabia had a requirement for professional project management services to support them with a conversion/refurbishment of their prestigious head office location in Jeddah, they naturally turned to Cushman & Wakefield.  Cushman & Wakefield were requested to provide support in the following areas;

  • Prequalification of suitable potential contractors
  • Spatial planning and design support
  • Production of RFP suite, tendering support and tender evaluation
  • Commercial and technical negotiations
  • Supervision of the contract including quality, financial, time and H&S management

The Solution

 

Cushman & Wakefield deployed their consultancy team to work closely with Mars to establish their goals and aspirations.  Based upon this, Cushman & Wakefield undertook the pre-qualification process and developed a bespoke suite of RFP documentation which reflected the requirements of the client but also the ‘fit out rules’ imposed by the landlord.  Cushman & Wakefield floated the tender to the select list of potential contractors through their procurement department.

The Result 

Tenders were returned and thoroughly evaluated from a technical and commercial perspective.   Shortlisted bidders were invited to make presentations to Cushman & Wakefield and the client after which the evaluations were revisited to reduce the short list to two companies only.  After a further and final round of negotiations a preferred supplier was identified.

The design was further enhanced through a series of design workshops chaired by Cushman & Wakefield.  These workshops included an element of value engineering to satisfy the famous Mars ‘5 principles’. At the end of this process, a final design was agreed and priced accordingly.

As the works were to be undertaken in a working office environment, Cushman & Wakefield worked very closely with Mars and the contractor to consider;

  • Phased execution plans
  • Staff access and exclusion zones,
  • Acceptable working hours (noisy and non-noisy activities)
  • Material delivery and waste removal schedules,
  • Welfare facilities,

Once these details were finalised Cushman & Wakefield and Mars held a ‘town hall’ meeting with the contractor and Mars associates to ensure they were bought in to the process.

Currently the project is ongoing under the supervision of the principal consultant.

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