Construction Business News ME August 2026

CBNME.COM | AUGUST 2026

THE DEFINITIVE GUIDE TO THE REGION'S CONSTRUCTION PROFESSIONALS

SPOTLIGHTING BOLD MOVES. BIGGER BUILDS. A SKYLINE THAT REFUSES TO STOP.

A THOUSAND DECISIONS. ONE REGION REBUILT FROM THE GROUND UP. THEIR STORIES START ON THE NEXT PAGE.

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FROM BUILDINGS TO DESTINATIONS: INSIDE BEYOND DEVELOPMENTS’ RAPID RISE

In under two years, BEYOND Developments has brought 13 projects, four masterplans and AED 16.5 billion in sales to Dubai and Ras Al Khaimah, built on a single conviction: that a home’s value lies as much in the community around it as in the walls within it.

18 THE GLOBAL LENS

CHINA THEN AND NOW: EIGHT LANDMARKS ACROSS THREE THOUSAND YEARS

From the Great Wall to a glass bridge suspended above a canyon, China’s oldest landmarks and its newest ones share more in common than their scale.

22 REPORT FROM LAUNCHES TO LIFESTYLE

According to Ronan Arthur, Director and Head of Residential Valuations at Cavendish Maxwell, the fundamentals underpinning Dubai’s real estate appeal remain strong, even as activity begins to normalise following two years of exceptional growth

30 INTERVIEW

INSIDE THE GULF’S MEGA PROGRAMME DELIVERY BOOM

Mark Hamill, Head of Middle East Real Estate and Major Programmes at Turner & Townsend, discusses how clients are demanding full-lifecycle programme leadership, why governance and culture matter more than scale, and the delivery risks shaping the next phase of Gulf mega and giga-projects.

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26 TECHNOLOGY THE FUTURE IS BUILT ON DATA

Debabrata (Debu) Chakraborty, Senior Regional Director for the Middle East and Africa at Bentley Systems and General Manager for Bentley Systems UAE, discusses how digital twins, AI, and connected data are transforming infrastructure. He shares how Bentley is helping governments and owneroperators build smarter, more resilient assets while delivering long-term operational value.

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SKYLINES IN PROGRESS

The skyline you know is temporary. Right now, across four cities, six projects are quietly redrawing it, some ending decades-long waits, others staking entirely new claims on the coast. None are finished yet, but all of them are already changing how these places think about themselves. Here’s what’s coming, and when.

42 COVER STORY

CBNME POWER HOUR 100

192 INTERVIEW

BEYOND BRICKS AND VIEWS

Omesh Kumar Gurnani of Neoterra Developments, says buyers are placing greater emphasis on quality, transparency, community, and long-term investment value.

196 FACILITIES MANAGEMENT

THE INTELLIGENT FM REVOLUTION

Khansaheb Facilities Management is redefining facilities management through Digital Twin technology, predictive analytics, and integrated engineering expertise, helping organisations move from reactive maintenance to intelligent, data-driven operational performance.

198 SUPPLIER

HOW THE GULF’S EXTREME SUMMER HEAT CHALLENGES DATA CENTER INFRASTRUCTURE

200 TALKING POINT THE NEW ERA OF LIFESTYLE-LED REAL ESTATE IN DUBAI

Dubai’s real estate market is entering a new era, one where lifestyle, wellness and longterm value matter as much as yield.

202 OP-ED FROM ALGORITHMS TO ARCHITECTURE

Dr Harpreet Seth at Heriot-Watt University Dubai argues that while AI can process complexity like never before, the human judgement, empathy and cultural insight of architects and planners remain irreplaceable

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THE LAST WORD

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Marketing “Every year, putting this edition together calls for real care. Presenting the 100 names shaping the future of the Middle East is a responsibility we take seriously, and the ranking has to feel right. Vibha, our editor-in-chief, who lives and breathes this industry, leads that effort with quiet determination, working tirelessly behind the scenes while inspiring the whole team, Roma, Aya and Reeba, to give their best. I personally thank them for pulling off this bumper edition. We’re proud to have walked this journey for a decade now, watching the industry flourish through every challenge. So this is my heartfelt thanks, to everyone who joined this issue, and to Vibha and her editorial team, for crafting it so beautifully.”

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Group Publishing Director Joaquim D'Costa

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CONSTRUCTION BUSINESS NEWS MIDDLE EAST

Letter from the editor

I

t took me a while to gather my thoughts before writing this letter, longer than I expected, if I’m honest. I still don’t think I’ve found the right words, only closer ones.

This year carried a strange weight at the start. None of us really knew where we were headed, but the industry did not pause, it moved ahead with resilience: cranes kept turning, sites kept moving, deadlines kept landing on people’s desks regardless. So this time we didn’t just send out the usual forms and wait for profiles to come back. We chased people down instead, on calls, interviews and long email threads, until every detail held up, getting to the right information, the facts, and knowing them up close in a way past editions never quite managed. We also decided this special edition deserved to be more than a typical issue, something closer to a coffee table book than a magazine feature. That meant sharper fact-checking, higher resolution images, and layouts revised until they earned their place on the page. Every conversation and every email came back loaded with information: numbers, projects, decisions made under pressure, small details nobody would have handed over in a form. Making sense of all of it, working out what actually belonged on the page, became its own quiet task. That’s where the long nights lived: notes read back at hours nobody should still be awake for, paragraphs tightened for the fifth time, one more fact chased down before the deadline finally closed in. None of that shows up in the finished pages, but it’s what holds this edition together, and the team carried it without complaint. Every name on our masthead played a part somewhere in that process, and management stayed patient through all of it, never once asking us to cut corners. This Power Hour 100 edition isn’t really a ranking to me anymore. It’s a book built out of real conversations and quiet, unglamorous work, put together by people who cared enough to do it properly. Thank you to everyone who took part this year, for the time you gave answering our questions and the conversations

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that let us know you a little better, beyond the numbers on a form. Thank you, too, to the team behind every page. And to you, reading this, thank you for picking it up and giving it your time. I hope you find a little of yourself in these pages.

Vibha Mehta

Editor-in-Chief vibha@bncpublishing.net

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Rediscover Inspiration at Le Méridien Dubai Hotel & Conference Centre A serene sanctuary at the heart of the city’s dynamic landscape, Le Méridien Dubai Hotel & Conference Centre redefines the art of urban hospitality. Set across 15 acres of immaculately landscaped gardens, the hotel offers an elegant retreat just moments from Dubai International Airport, placing guests within effortless reach of the city’s most iconic districts, from Dubai Mall and Burj Khalifa to the storied charm of the Gold Souk and Dubai Creek. With 580 beautifully appointed rooms and suites, the property invites travellers into a world where contemporary design meets the timeless sophistication of the Le Méridien brand. The distinguished 196 rooms in the Le Royal Club wing elevate the experience with spacious, light-filled rooms, and refined club privileges, while select ground-floor accommodations in the main building open directly onto lush gardens and tranquil pools, offering a resort-like ambience rarely found in the city. Well-being is woven into the hotel’s DNA. Guests may indulge in five swimming pools, unwind in serene outdoor enclaves, or train at one of Dubai’s most expansive and advanced fitness facilities, staffed by expert coaches and equipped with cutting-edge technology to nourish mind, body, and spirit. At the heart of the property lies an extraordinary culinary journey. Housing 18 acclaimed restaurants and bars, Le Méridien Dubai is home to some of the city’s most storied dining institutions. From the ever-legendary Seafood Market, celebrated for its market-style freshness, to Casa Mia, Dubai’s pioneering Italian restaurant, each venue reflects a passion for authenticity, craftsmanship, and memorable dining artistry. A beacon for global meetings and events, the hotel features more than 44,000 sq. ft. of versatile event spaces, comprising 24 impeccably designed venues outfitted with modern audiovisual capabilities. Whether orchestrating a grand celebration for 1,750 guests, hosting an international exhibition, or curating an intimate executive gathering, the hotel’s specialist events team and award-winning culinary experts bring each vision to life with impeccable precision and creative flair. From inspired dining to world-class event facilities, and from resort-style relaxation to unmatched convenience, Le Méridien Dubai Hotel & Conference Centre stands as a destination where cosmopolitan energy and cultivated luxury converge, inviting every guest to unlock a stay that is truly memorable.

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PASSO by Beyond brings together sculptural design, sophisticated interiors and unparalleled waterfront living

From Buildings to Destinations: Inside BEYOND Developments’ Rapid Rise In under two years, BEYOND Developments has brought 13 projects, four masterplans and AED 16.5 billion in sales to Dubai and Ras Al Khaimah, built on a single conviction: that a home’s value lies as much in the community around it as in the walls within it.

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FROM BUILDINGS TO DESTINATIONS: INSIDE BEYOND DEVELOPMENTS’ RAPID RISE

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n under two years, BEYOND Developments has brought 13 projects and four masterplans to market across Dubai and Ras Al Khaimah, close to 20 million square feet of gross floor area in just 20 months, offered more than 5,200 homes, and recorded over AED 16.5 billion in sales, ranking among the top five offplan residential developers on the Dubai Land Department index. Launches have sold out within days. Construction is advancing across every active site. And the pipeline ahead is still larger. But scale alone is not the story. What sets BEYOND apart is a single conviction that runs through everything it builds: that a development succeeds only when it is built for people first, when the value of a home lies as much in the masterplan around it as in the architecture and interiors within it. It is an approach that maps directly onto the ambitions of the Dubai 2040 Urban Master Plan and the D33 Economic Agenda: liveable, walkable, people-centred communities designed to hold their value for decades. Building for people Everything BEYOND designs begins with a simple question: how will people actually live here? Before a single tower is drawn, the company plans for connection, how neighbours meet, how families move through the day, how a community forms around shared streets, waterfronts and gathering places. The result is communities designed around daily life, not around a floor plate.

More than 70 per cent of each destination is dedicated to parks, green corridors, waterfront promenades and shaded landscapes. These are not decorative features, but the framework of everyday life, spaces that encourage movement, connection and wellbeing. At BEYOND, nature is not an amenity; it is essential infrastructure, shaping communities where people naturally come together and thrive. This principle runs through every BEYOND masterplan, and it is written most visibly into Dubai Maritime City, the company’s eight-million-squarefoot flagship, structured as two complementary

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Ramzi Rahal, CDO, BEYOND Developments

“A DEVELOPMENT SUCCEEDS ONLY WHEN IT IS BUILT FOR PEOPLE FIRST.”

environments. The Bay District organises life around more than two kilometres of continuous waterfront promenade, connecting residences, hospitality and retail to the sea. The Forest District, the region’s first nature-integrated coastal neighbourhood,

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CBNME / THE GLOBAL LENS

after handover,” adds Ramzi Rahal, Chief Development Officer, BEYOND Developments. A model that adapts to each place BEYOND is, at heart, a placemaker for tastemakers, and if the commitment to people is the constant, identity is the variable. The same principles apply everywhere, but each destination begins with its own idea of how life should feel there, so no two feel alike. At SIORA on Dubai Islands, a two-millionsquare-foot masterplan, the inspiration is ikigai, the Japanese pursuit of balance and purpose in everyday life. That philosophy is engineered into the fabric: buildings are oriented to draw in the sea breeze for natural cooling, water is woven through the landscape as a calming element, and shade is built into the architecture rather than added afterwards. The principle governs how the community is laid out, not just how it looks. At EVERMORE on Marjan Beach in Ras Al Khaimah, opposite Wynn Al Marjan Island, more than seven million square feet turn to the French Riviera for inspiration: 3.5 kilometres of beachfront framed by wide, tree-lined boulevards, formal landscaped gardens and a fully pedestrianised spine that lets the community move on foot from home to shore. The emphasis on proportion and public realm over density gives it a composed, unhurried character. At The Yards in City of Arabia, 2.3 million square feet of gross floor area move inland for the first time, and the register becomes Mediterranean. Redefining business excellence with Here the landscaping idea is “Life Under the exclusive offices, iconic views, and worldclass amenities at 31 Above Canopy”: a community lived beneath the shade of trees and of pergolas laced with climbing greenery and fruiting trees, built for slower, walkable, sub-urban living. Without a shoreline is anchored by 65,000 square metres of parks and native to organise around, a one-kilometre green spine becomes woodland that cool the microclimate and fold nature into the heart of the masterplan, threaded with courtyards, daily life. The market reads the intent quickly, with launches shaded streets and shared gardens that draw people across the masterplan selling out soon after release, and 31 together. The register is the Mediterranean village: low-rise, Above, BEYOND’s first commercial tower, extends it from a walkable, built around social space. place to live into a place to work well, carrying the company’s focus on wellness into the workplace, where thoughtful And at PASSO on Palm Jumeirah, the idea reaches its most design supports a healthier balance between work and life. architectural expression. The inspiration is the sea itself “Landscape is not decoration added at the end; it is the framework we design everything else around. When more than seventy per cent of a masterplan is given to open space, comfort, movement and wellbeing stop being features and become the environment itself. That is how a development earns its value, by improving the life lived inside it, long

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and the fluid elegance of yacht design. Its twin towers, Bella and Avita, offer over 600 residences along 250 metres of private beachfront, their stepped terraces and curved forms calibrated to open sea views. Here, landscape is carried beyond the ground and podium to crown the rooftops of both Bella and Avita in their entirety, a planted environment of gardens and pools in the sky that opens onto uninterrupted

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FROM BUILDINGS TO DESTINATIONS: INSIDE BEYOND DEVELOPMENTS’ RAPID RISE

Rising gracefully above Dubai’s coastline, Sensia by Beyond reflects a vision of effortless luxury

360-degree views. The homes range from one-bedroom residences to six-bedroom standalone beach mansions. To hold each tradition credibly, BEYOND works with leading international practices, the British architects BENOY, and studios including SOMA, SAOTA and Hirsch Bedner Associates, alongside a renowned French design house on a forthcoming collection. “Global expertise creates value only when it is translated with intelligence. We set the vision, then bring together specialists who can challenge it, refine it and make it buildable. The outcome cannot feel imported, it must respond to the climate, culture and human rhythms of its setting. That is where international thinking becomes local value,” shares Ramzi Rahal, Chief Development Officer, BEYOND Developments.

longevity and value designed to endure. With construction advancing across every active site and its first project handover approaching in Q1 2027, BEYOND’s philosophy is moving from vision to reality. And this is only the beginning. As new projects, masterplans and locations take shape in the years ahead, the same principle will guide them: that enduring value is created when the home and the place around it are conceived as one, from the very first line. “LANDSCAPE IS NOT DECORATION ADDED AT THE END; IT IS THE FRAMEWORK WE DESIGN EVERYTHING ELSE AROUND.”

From growth to delivery That one idea now scales in two directions: outward across the map, and inward across how people live. The portfolio is broadening in what it builds as much as where: alongside apartments, duplexes, townhouses, chalets and penthouses, BEYOND now offers commercial space, with new categories of residential living to be introduced ahead. A landbank secured across strategic locations in Dubai and beyond puts the groundwork for expansion into additional emirates already in place. It is an approach aligned with where the country is heading: the Dubai 2040 Urban Master Plan, the D33 Economic Agenda and the Real Estate Sector Strategy 2033 all point toward liveability,

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Experience the pinnacle of waterfront business living at 31 Above – where innovation, elegance, and exclusivity come together

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China Then and Now:

Eight Landmarks Across Three Thousand Years From the Great Wall to a glass bridge suspended above a canyon, China’s oldest landmarks and its newest ones share more in common than their scale.

The Great Wall of China — Stretching more than 21,000 kilometres across 15 provinces, the wall followed mountain ridgelines rather than cutting through them.

Words by: Aya Zhang

S

tand at the base of any of these eight structures and the first thing you feel is not only admiration, but smallness. That is, in a way, the point. Every civilisation that has ever built something enormous has done it for the same quiet reason: to prove that a handful of people with enough will can outlast the ground beneath them. China has been proving it for close to three thousand years, and it has never once stopped. What changes is the material, stone gives way to steel, rammed earth gives way to glass. What doesn’t change is the nerve it takes to look at a mountain, a flood, or an empty sky and decide to build there anyway.

Zhangjiajie Glass Bridge — Suspended nearly 300 metres above the canyon floor in Zhangjiajie National Forest Park, the landscape widely credited with inspiring Avatar.

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THE WALL AND THE BRIDGE

Long before anyone had the tools to measure it properly, China was already building at a scale that defied belief. The Great Wall began as scattered defensive walls in the 7th century BC and grew, dynasty by dynasty, into a network so vast that when the State Administration of Cultural Heritage finally surveyed every section with satellite and GPS technology in 2012, the total length came out to 21,196 kilometres, more than three times longer than earlier estimates had assumed. It runs across 15 provinces, over mountains, through deserts, along rivers, and watchtowers spaced roughly every 500 metres. None of it was built by machines. Some of it, particularly the western sections, was built from little more than rammed earth, sand and willow branches, and it has survived, in fragments, for close to 2700 years. The instinct behind it, building through terrain that should have made building impossible, is still very much alive. In Zhangjiajie National Forest Park, the sandstone-pillar landscape widely credited with inspiring the floating mountains of Avatar, the Zhangjiajie Glass Bridge stretches roughly 430 metres across a canyon, suspended nearly 300 metres above the gorge floor on a walkway made almost entirely of glass. It opened in 2016 as the longest and highest glass bridge in the world, a title that kicked off a wave of competing glass structures across the country. Where the Great Wall was built to keep people out of difficult terrain, the glass bridge was built to invite them directly over it, betting that visitors would come to feel the vertigo of walking on air above a UNESCO-listed canyon. They did, in the millions.

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CHINA THEN AND NOW: EIGHT LANDMARKS ACROSS THREE THOUSAND YEARS

The Forbidden City, Beijing — Built between 1406 and 1420, the imperial palace complex spans 72 hectares and took over a million labourers to complete.

almost entirely from timber, brick and marble, with the timber hauled in from provinces over a thousand kilometres away, some single roof-bearing pillars cut from whole tree trunks. It was, in every sense, imperial-scale logistics dressed up as architecture, a message about the scale of the emperor’s authority delivered through sheer physical size.

Beijing Daxing International Airport — Nicknamed the Starfish for its radial form, one of the last projects designed by Zaha Hadid before her death in 2016.

THE PALACE AND THE AIRPORT

Few structures on earth communicate raw ambition quite like the Forbidden City. Built between 1406 and 1420 under the Yongle Emperor, it took over a million labourers, including more than WWW.CBNME.COM

100,000 skilled craftsmen, fourteen years to complete a complex spanning 72 hectares, nearly 980 surviving buildings and somewhere close to 9,000 rooms, the exact count still debated by historians today. The complex was built

Six centuries later, Beijing built a very different kind of monument to logistics. Nicknamed the Starfish for its radial, five-winged form, Beijing Daxing International Airport was one of the last projects designed by Zaha Hadid before her death, and it sprawls across 700,000 square metres, making it the world’s largest single-terminal airport. The shape is not decoration, it is logistics dressed up as architecture in exactly the same spirit as the Forbidden City: five wings splay out from a central hub so that no gate is more than an eight-minute walk from security. Seen from the ground, it is simply enormous. Seen from the air, on approach, it looks less like an airport and more like something that landed there on purpose, an emperor’s palace rebuilt for an age that measures ambition in passenger throughput rather than rooms. CONSTRUCTION BUSINESS NEWS ME | AUGUST 2026 | 19

Harbin Opera House — Designed by Ma Yansong of MAD Architects, its hyperboloid form is built to disappear into the winter landscape around it.

Temple of Heaven, Beijing — The Hall of Prayer for Good Harvests, built entirely without a single nail, using traditional timber joinery.

THE TEMPLE AND THE OPERA HOUSE

At the Temple of Heaven, completed in the same decades as the Forbidden City, the Ming dynasty’s architects built a monument almost entirely out of circles. The Hall of Prayer for Good Harvests, the temple’s most recognisable structure, rises in three tiers on a white marble terrace, its 28 wooden pillars arranged in three groups and its entire timber frame interlocked using traditional joinery, without a single nail. The geometry 20 | CONSTRUCTION BUSINESS NEWS ME | AUGUST 2026

runs through the whole site, not just the buildings: the complex’s outer walls are rounded in the north and square in the south, a literal expression of the ancient cosmological idea that circles represent the sky and squares represent the earth, with the ground itself rising subtly from south to north across the site, a deliberate piece of spatial design rather than a structural necessity. Harbin’s opera house, designed by Ma Yansong of MAD Architects and

completed in 2015, chases the same instinct through entirely different materials. Its snow-white, hyperboloid form is built to look as though it was sculpted by wind and water rather than constructed by hand, and in winter, the building nearly disappears into the landscape around it, its curves echoing the snowdrifts of Heilongjiang province until the structure and the terrain feel like the same material. It has become one of the most photographed buildings in China for a simple reason: like the Temple of Heaven six hundred years before it, it does not look like it was designed to be photographed. It looks like it grew there

THE RIVER AND THE LOOP

If any structure on earth deserves to be called the ancestor of Beijing’s CCTV Headquarters, it is a river system in Sichuan province. Built in 256 BC under the engineer Li Bing and his son, the Dujiangyan Irrigation System solved a problem that had defeated the Chengdu Plain for generations, WWW.CBNME.COM

Dujiangyan Irrigation System, Sichuan — Built in 256 BC, the system still irrigates more than 668,000 hectares of farmland without a single dam.

the Min River’s seasonal floods and droughts, without building a single dam. Instead, a fish-mouth-shaped levee splits the river into two channels, an inner one for irrigation and an outer one for flood discharge, while a low spillway and a narrow bottleneck channel work together to control silt and regulate flow automatically as the seasons change. The insight was not to fight the river’s force but to redirect it, and the system has done exactly that, uninterrupted, for close to 2,300 years. It survived the devastating 2008 Wenchuan earthquake with its core structures still intact, and today it still irrigates more than 668,000 hectares of farmland and supplies water to millions of people across Sichuan. Beijing’s CCTV Headquarters takes an entirely different material approach to solve a strikingly similar problem. Designed by Rem Koolhaas and Ole Scheeren of OMA, the 234-metre structure is formed by two leaning towers

CCTV Headquarters, Beijing — Designed by Rem Koolhaas and Ole Scheeren of OMA, its 234-metre loop remains one of the most technically ambitious skyscrapers ever built.

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BUILDING WITH THE LAND, NOT AGAINST IT that crank 90 degrees at the top and bottom to form a single continuous loop. The final connection between the two halves of the loop was deliberately timed so the steel in both towers had cooled to the same temperature and would not lock in structural stress as it warmed, the modern, steel-and-glass equivalent of an engineer choosing to redirect a force rather than resist it outright. More than two thousand years apart, in earth and water and in steel and glass, two very different engineers solved the same fundamental problem: how do you control something too powerful to simply overpower.

None of this is coincidence, and it isn’t really about aesthetics either. Traditional Chinese builders worked from an old design principle: a structure succeeds when it works with its surrounding terrain, climate and geometry, rather than dominating them. That idea shows up across nearly every structure here, whether or not the people building it ever named it directly. The Forbidden City and the Temple of Heaven encode it into geometry, round forms and square forms, every dimension and pillar count carrying deliberate meaning. The Great Wall encodes it into topography, following mountain ridgelines rather than cutting through them. Dujiangyan encodes it into hydrology, refusing to dam the Min River at all and instead redirecting its force with a levee and a channel. What is striking is how intact that instinct remains in the newest buildings on this list, even as the language has become secular and the materials industrial. Harbin’s opera house was designed to disappear into its winter landscape rather than dominate it. Daxing Airport’s radial form exists because a hub-and-spoke geometry moves people more efficiently than a rectangle would, function dictating form much as it did when the Forbidden City’s axis was oriented to the pole star. Even CCTV’s engineers, negotiating steel and cold rather than terrain, were solving a version of the same question Dujiangyan’s builders faced over two thousand years earlier: how to hold a structure’s shape by working with the forces acting on it, not against them.

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CBNME / REPORT

From Launches to Lifestyle According to Ronan Arthur, Director and Head of Residential Valuations at Cavendish Maxwell, the fundamentals underpinning Dubai’s real estate appeal remain strong, even as activity begins to normalise following two years of exceptional growth

D

ubai’s residential market is entering a new phase of maturity, shifting from a launch-driven cycle towards a delivery-led one, according to Cavendish Maxwell. The emirate added 24,800 new residential units in H1 2026, up 38% year-on-year and 12% on H2 2025, one of the highest half-year completion levels on record, as projects from the previous growth cycle are handed over. New launches, however, declined sharply: 28,000 units across 124 launches, against 102,000 units across 410 launches in H1 last year. The moderation preceded regional tensions, with Q1 already softer as developers turned more measured after record volumes in 2024 and 2025; the pullback deepened in Q2 as uncertainty prompted some to defer projects, Cavendish Maxwell said. Sales transactions totalled 79,300 in H1, down nearly 14% year-on-year and 27% on H2 2025. Off-plan and ready segments both slowed, down nearly 9% and 26% respectively, with off-plan making up almost 75% of transactions. Residential sales values reached AED221.4 billion in H1, down nearly 16% year-on-year and 20% on H2 2025: off-

plan values of almost AED166 billion fell 13.7% year-onyear, while ready values declined 21% to AED55.5 billion. Ronan Arthur, Director, Head of Residential Valuations at Cavendish Maxwell, said: “Dubai’s residential market is showing clear signs of transitioning to a new cycle following exceptional levels of activity over the last two years. The fundamentals that drive real estate demand in the emirate remain intact, but the near-term outlook is being shaped by a combination of factors–including the impact of fewer launches, regional uncertainty and a broader normalisation in buyer activity–that are likely to influence transaction levels and price performance.” Cavendish Maxwell’s latest Dubai residential market report also shows that in H1 2026: • Developer sales dominated off-plan, at more than 92% of transactions • Apartments led off-plan and ready sales, at around 84% of transactions in both segments • Dubai South topped off-plan apartments (7,300+ sales); Jumeirah Village Circle led ready apartments (1,812) • DAMAC Islands 2 led off-plan villas/townhouses (3,192); DAMAC Hills 2 led ready homes (410) • Sales prices and rents both fell around 2.5% in Q2 vs Q1, but rose annually by 2% and just under 8% • Rental yields stood at nearly 7% for apartments and 5% for villas, among the world’s best • Ultra luxury sales (over AED50m) rose 13% year-onyear; luxury sales (AED20-50m) dropped 25% • Mortgage activity hit 22,500 transactions, up more than 7% year-on-year

Apartments lead off-plan and ready sales Apartments outpaced villas and townhouses by more than 4 to 1 in both segments, at nearly 85% of off-plan purchases (up from 76%) and 80% of ready sales (down from 83%). Villa and townhouse sales fell to 15% of off-plan

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Originally written by Ronan Arthur. Edited by Reeba Asghar

Developer sales dominate Developer sales secured more than 92% of off-plan transactions on attractive prices and payment plans. Initial off-plan sales totalled 54,700, a modest 1.5% decline, while off-plan resales fell 51% to 4,600.

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FROM LAUNCHES TO LIFESTYLE

deals from nearly 24%, but rose from 17% to 20% in the more resilient ready segment.

Industrial City topped villa yields at 6.4%, ahead of DAMAC Hills 2 and Jumeirah Golf Estates (both 5.8%).

Top sales locations

Ultra luxury sales up

Sales of ultra luxury homes, those over AED50 million, rose 13% year-on-year and almost 18% on H2 2025, with 160 transactions, 108 of them off-plan. Luxury sales (AED20-50 million) rose 6.2% on H2 2025 but fell 25% year-on-year, with 826 of 1,093 purchases off-plan. Dubai South topped off-plan apartment sales with 7,306 transactions, more than double Dubai Residence Complex (3,408), followed by Jumeirah Village Circle (3,055), Dubai Islands (2,891) and Majan (2,402). In ready apartments, Jumeirah Village Circle led with 1,812 sales, ahead of Business Bay (1,065), Dubai Marina (778), Downtown Dubai (613) and Dubai Creek Harbour (607). Among off-plan villas and townhouses, DAMAC Islands 2 led by far with 3,192 transactions, well ahead of The Heights Country Club and Wellness (898), The Oasis (583), Lunaya (360) and Grand Polo Club and Resort (343). DAMAC Hills 2 topped ready villa and townhouse sales with 410, followed by Dubai South (190), DAMAC Lagoons (185), The Valley (176) and The Springs (168). Sales and rental prices drop Residential sales prices stood at AED1,639 in June 2026, down 2.6% quarter-on-quarter but up just under 2% yearon-year, as annual growth eased from over 12% in December 2025. Rental prices mirrored that trend, down 2.5% quarteron-quarter but up 7.8% year-on-year, the lowest annual growth rate in recent years after increases consistently topping 11% since 2023.

Mortgage movements Mortgage transactions totalled 22,500 in H1, up 7.2% year-on-year. Apartments made up 70% of activity, while villa mortgages saw the biggest annual growth, up more than 18% to 2,600 deals. Property pipeline While 47,000 new units are projected for H2 2026, actual completions are expected between 14,000 and 23,500 based on historical trends. Apartments should make up over 82% of deliveries, led by Jumeirah Village Circle, Dubai South, Dubai Science Park, Business Bay, Downtown Dubai and Dubai Healthcare City. Beyond that, the pipeline stands at roughly 162,500 units in 2027 and 128,200 in 2028.

Ronan Arthur, Director and Head of Residential Valuations at Cavendish Maxwell

Rental yields Gross rental yields averaged nearly 7% for apartments and 5% for villas in H1, keeping Dubai among the world’s top markets for rental returns. Dubai Investments Park led apartment yields at 9.7%, followed by International City (8.9%) and International City Phase 2 (8.4%), while Dubai

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CBNME / INTERVIEW

Inside the Gulf’s Mega Programme Delivery Boom Mark Hamill, Head of Middle East Real Estate and Major Programmes at Turner & Townsend, discusses how clients are demanding full-lifecycle programme leadership, why governance and culture matter more than scale, and the delivery risks shaping the next phase of Gulf mega and giga-projects.

H

ow has your role shifted as clients demand full-lifecycle p rogra m m e le a d e r s h i p over traditional project management? We have seen a clear shift from managing individual projects to delivering successful programme outcomes. Clients increasingly want a partner that can support strategic planning, business case development, governance, risk management, delivery, and operational readiness, rather than simply overseeing construction activities. As programmes become larger and more complex, the focus is on aligning investment objectives with delivery performance and long-term economic, social, and environmental value. What separates a programme that survives scale and complexity from one that stalls under it, and how does governance need to evolve as programmes scale? The defining difference is often governance, leadership, and culture rather than technical capability. Successful programmes establish a clear vision, robust decision-making structures, and strong stakeholder alignment from the outset. Delays frequently arise when decisions and approvals take too long. A consistent approach to delivery, defined accountability, executive sponsorship, and effective programme controls are essential for managing complexity. As programmes scale, governance must evolve from managing individual projects to overseeing interconnected outcomes across an

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Major programmes are creating destinations that support communities, attract investment and enhance quality of life, aligned to national transformation strategies

entire programme ecosystem, while maintaining agility and speed of decision-making. How are you managing talent shortages and risk on major p rogra m m e s amid c u rre n t uncertainty? Talent retention and recruitment remain significant challenges as multiple giga-projects compete for

the same skills and resources. Our approach combines investment in local capability, access to global expertise, and long-term workforce planning to build a sustainable regional talent pipeline that supports Emiratisation, Saudisation, and wider GCC localisation initiatives. We also continue to strengthen our employee proposition through career development opportunities,

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INSIDE THE GULF’S MEGA PROGRAMME DELIVERY BOOM

workplace initiatives, and competitive benefits. How has the recent regional conflict affected construction activity and investor confidence? While geopolitical tensions have understandably created uncertainty, construction activity across much of the Gulf has remained resilient. Long-term government investment programmes and economic diversification agendas continue to drive demand across infrastructure, tourism, mixed-use developments, and data centres. Investor confidence has largely been supported by the scale of national transformation strategies and the commitment behind them. What does “places, not projects” look like on a live programme? It means focusing on the overall experience and long-term value that developments create rather than viewing buildings and infrastructure as isolated assets. The aim is to create connected, sustainable destinations that support c o m m u ni ti e s , a t t ra c t investment, and enhance quality of life. This approach influences planning, design, s u s t a i n a b i l i t y, and stakeholder engagement decisions, with a strong emphasis on how people will live, work, and interact within the environment once it is operational. Projects in Saudi Arabia are increasingly being defined by their social and cultural impact, while Expo City Dubai demonstrates how developments can continue generating value long after construction is complete.

platforms, BIM, digital field management tools, and reality capture are enhancing transparency, identifying risks earlier, and improving confidence in cost and schedule outcomes.

Mark Hamill, Head of Middle East Real Estate and Major Programmes at Turner & Townsend

The greatest benefits are a c hi eve d when these capabilities are embedded from the outset, particularly on large and complex projects. While digital twins, AI-driven project management, and construction robotics show strong potential, most remain in the early stages of adoption. Their real value will emerge when organisations fully integrate them into day-to-day operations and decision-making rather than treating them as isolated pilot initiatives. What is the biggest delivery risk you are watching across Gulf gigaprojects this year? One of the largest delivery risks we are currently seeing is supply chain capacity and resilience. Demand for skilled labour, specialist contractors, and key materials continues to outpace supply, while regional geopolitical tensions are adding pressure through material cost inflation, procurement delays, and increased commercial risk. As more mega and giga-projects advance simultaneously, securing

critical resources is becoming i n c r e a s i n g ly c h a l l e n gi n g . Success will depend on proactive procurement, resilient supply chains, balanced risk allocation, and early supplier engagement to maintain cost certainty and programme momentum.

Northern District, Diriyah a single integrated development redefining what is possible at programme and scale

Where is digital transformation actually changing delivery, versus still just promise? Digital transformation is already delivering tangible value by improving visibility and enabling better decision-making. Technologies such as integrated data WWW.CBNME.COM

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CBNME / TECHNOLOGY

The Future is Built on Data Debabrata (Debu) Chakraborty, Senior Regional Director for the Middle East and Africa at Bentley Systems and General Manager for Bentley Systems UAE, discusses how digital twins, AI, and connected data are transforming infrastructure. He shares how Bentley is helping governments and owner-operators build smarter, more resilient assets while delivering longterm operational value.

What’s driving Bentley’s growth in the Middle East, and where does it accelerate next? Growth is not a measure of just one technological trend, but a direct outcome of ambitious national infrastructure goals. Governments are investing in infrastructure as part of long-term economic diversification, elevating digital transformation to a strategic board-level agenda. Bentley’s continued growth is driven by its ability to support owner operators across the full lifecycle of infrastructure assets, moving decisively beyond the traditional design-centric approach. Notably, this is advancing across rail, infrastructure, water, energy utilities, and oil and gas industries.

term value lies not just in the physical asset but in the data that defines it. This is driving the capture of highquality, structured data from the start of a project, with owners expecting intelligent digital models instead of traditional handover documents. As BIM evolves beyond design and construction, it is becoming the foundation for digital twins, enabling seamless data continuity throughout an asset’s lifecycle. Dubai’s Digital Twin Platform highlights how digital twins are evolving beyond individual projects to support cityscale planning, smarter infrastructure management, and AI-enabled decision-making.

How has BIM’s evolution into infrastructure digital twins changed your conversations with owner-operators? Conversations with owner operators has shifted from focusing on how to build an asset to how to operate and maintain it efficiently throughout its lifecycle. Today, long-

Which sector, Oil & Gas, Power, Water, Transportation, or Government, is adopting digital twins fastest here, and which lags? Digital twin adoption is accelerating across all major infrastructure sectors, with strong interest from oil and

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Image Courtesy of Bentley Systems.

By: Roma Arora

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THE FUTURE IS BUILT ON DATA

Debabrata (Debu) Chakraborty, Senior Regional Director for the Middle East and Africa at Bentley Systems and General Manager for Bentley Systems UAE

remain focused on business outcomes rather than technology for its own sake. Every organisation defines value differently, whether delivering projects faster, reducing operating costs, improving asset reliability, strengthening safety, or extending asset life. The digital transformation conversation should therefore begin with the client’s priorities rather than the technology itself. Real-world examples and proven results are essential for demonstrating measurable business value and building confidence around implementation and return on investment. What role do digital twins play in building infrastructure resilient to the region’s toughest conditions? The Middle East’s infrastructure must endure extreme heat, sandstorms, rapid urbanisation, and rising mobility demands, making resilience a strategic imperative that requires owners to anticipate challenges rather than react to them. Digital twins create a connected view of an asset by bringing together engineering, construction, and operational data, giving owners greater visibility into asset health and performance. By integrating real-time and historical data with AI, they enable scenario simulation, predictive maintenance, and early risk detection, helping reduce downtime, improve safety, optimise maintenance, and support faster, more informed decisionmaking throughout an asset’s lifecycle.

gas, power, water, transportation, and government sectors. The conversation has shifted from whether organisations will adopt digital twins to how fast and effectively they can implement them. While adoption varies with digital maturity, industries such as oil and gas, power, transportation, and water are leading the way to improve efficiency, resilience, and asset performance. Governments across the Gulf—and increasingly Africa—are accelerating adoption through smart city programmes, digital transformation strategies, and infrastructure projects that integrate digital twin capabilities. What does AI-driven infrastructure engineering look like in practice today versus in five years? AI is transforming infrastructure by capturing, organising, and analysing data at scale, giving engineers and asset owners better visibility into asset performance. Digital twins that leverage AI can improve decisionmaking by identifying issues early, predicting failures, and optimising maintenance. A clear example is the Western Cape Government’s deployment of Bentley’s AI-powered Blyncsy platform across 5,000km of strategic roads, using automated computer vision to continuously monitor roadway conditions. Instead of relying on manual inspections, AI automatically detects damaged guardrails, missing signs, faulty streetlights, debris, and vegetation, enabling proactive maintenance, improving road safety, and strengthening resilience against climate-related events such as flooding.

What’s the most common misconception you still correct about digital twin or BIM adoption? A digital twin is a live digital copy of a real asset. Unlike a BIM model, it remains connected to real-world data—such as sensors, maintenance records, and operational information— meaning it constantly evolves as the asset operates. However, a common misconception is that a 3D model is the same as its digital twin. While a 3D model or BIM model is an important foundation, it is not a digital twin. A true digital twin is a continuously updated representation of an asset, combining engineering models with real-time operational data such as maintenance records, IoT sensors, and asset performance. It is not a product delivered at handover but evolves throughout the asset’s lifecycle.

How does your on-the-ground engineering and contracting background shape how you pitch digital transformation to skeptical owners? Our experience working alongside engineering and contracting teams has shown that infrastructure owners WWW.CBNME.COM

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SKYLINES IN PROGRESS Six projects, four cities, one skyline about to change.

The skyline you know is temporary. Right now, across four cities, six projects are quietly redrawing it, some ending decades-long waits, others staking entirely new claims on the coast. None are finished yet, but all of them are already changing how these places think about themselves. Here’s what’s coming, and when.

By: Aya Zhang

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SAR 112 BILLION AND COUNTING: INSIDE SAUDI ARABIA’S Q1 REAL ESTATE SURGE

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The UAE’s First Bet Wynn Al Marjan Island The UAE’s first integrated gaming resort, Wynn Al Marjan Island is one of the most closely watched hospitality developments in the region right now, both for its scale and for what it signals about the UAE’s evolving tourism and entertainment ambitions. WWW.CBNME.COM

Developer: Wynn Resorts, Marjan, and RAK Hospitality Holding

Location

Al Marjan Island, Ras Al Khaimah, UAE

Type

Integrated gaming and hospitality resort

Investment

$5.7 billion

Status

Under construction, concrete pouring on final floors as of late 2025

Expected opening 2027

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A Contemporary Najdi Landmark Grand Mosque, Diriyah Designed by X Architects, the Grand Mosque reinterprets Najdi mud-brick heritage for a contemporary civic setting, sitting at the meeting point of Diriyah Gate’s grand boulevard and the historic Wadi Hanifah. Beyond prayer halls, its plaza and colonnaded walkways are designed to host Eid gatherings, weekend markets and community life, positioning the mosque as one of Diriyah’s principal civic anchors rather than a standalone religious building.

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Developer: Diriyah Company Location

Diriyah Gate II, Riyadh, Saudi Arabia

Type

Mosque and civic complex

Scale

12,320 sqm built-up area on a 21,690 sqm site, accommodating up to 11,400 worshippers (5,240 indoors, 6,160 outdoors)

Status

Under construction

Expected handover

Q2 2027

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From the Serene to the Sensational Jumeirah Residences Asora Bay Where La Mer’s coastline curves into its final stretch, Jumeirah Residences Asora Bay rises quietly rather than loudly, a hotel and residential collection built for those who’d rather be discovered than announced.

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Developer: Meraas

Location

La Mer South, Dubai, UAE

Type

Luxury branded residences

Scale

29 residences, ranging from 4- to 6-bedroom apartments to a 7-bedroom penthouse and six exclusive Ocean Mansions

Status

Under construction

Expected handover

2029

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Life on the Waterline The Pier Residence A 30-storey off-plan tower in the heart of Dubai Maritime City, The Pier Residence offers waterfront views of the Arabian Gulf and Dubai’s skyline, backed by a 60/40 payment structure that’s become one of the more competitive terms in the current Dubai market.

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Developer: LMD Location

Dubai Maritime City, Dubai, UAE

Type

Residential tower

Scale

30 storeys, 272 units across 1, 2 and 3-bedroom apartments

Status

Under construction

Expected handover

Q2 2027

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Carved From the Coast Siranna

Developer: NEOM

Designed to look carved directly from the coastline, Siranna’s hexagonal, basalt-column-inspired structure is built to blend into the surrounding mountains. Accessible only by sea, it’s one of NEOM’s most visually distinctive destinations, and one of its most architecturally ambitious.

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Location

Gulf of Aqaba coastline, northwest Saudi Arabia

Type

Ultra-luxury hotel and residences

Scale

65-key hotel, 35 exclusive residences

Architect

Woods Bagot & ERA-co (Part of the 7C Network)

Status

Ongoing construction, including rock stabilisation and safety works

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The Project of the Century Al Ahly Stadium Developer: El Qalaa El Hamraa, designed by Gensler Dubbed the “project of the century”, Al Ahly’s new stadium ends a decades-long wait for the club to have a home of its own. Beyond the stadium itself, the project anchors a full sports city masterplan designed to reshape Cairo’s western suburbs.

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Location

Sheikh Zayed City, Cairo, Egypt

Type

Football stadium and sports city

Scale

42,000-seat stadium, plus museum, university, mosque

Investment

EGP 8 billion

Status

Under construction since February 2025, construction timeline of 200 weeks

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The Builders’ Ledger:

100 Reasons the Cranes Are Still Moving WORDS BY: VIBHA MEHTA

A

sk anyone who has worked on a Gulf construction site in the last two years and they’ll tell you the same thing: the pace has changed. Budgets that once took a decade to commit are being signed off in a single quarter. Sites that were sand a year ago now have towers on them. It’s not hype, it’s just what happens when sovereign capital, private investment and government masterplans all decide to move at once. Three projects capture it well. In Ras Al Khaimah, Wynn Al Marjan Island is turning a stretch of coastline into an entire resort economy for an emirate that, a decade ago, wasn’t part of this conversation at all. In Riyadh, King Fahd Sports City Stadium is being rebuilt from the roof down as part of the run-up to the 2034 FIFA World Cup, a project that has to work as both a stadium and a statement. And in Qatar, Lusail City keeps growing well past its World Cup deadline, proof that a masterplan built for one event can quietly become a city in its own right. None of that happens without people willing to take the risk of building it. That’s really what this issue is about. Turn the

page and you’ll find 100 names split across five disciplines, contractors, developers, consultants, architects and subcontractors, and each one earned their place the same way: by being the person someone else called when a project needed to actually get done. Some of them you’ll recognise instantly. Others run the parts of a build that never make it into a press release, the MEP crews, the facade specialists, the joinery teams, the people who show up when a deadline is three weeks out and something still isn’t right. We put this list, the Power Hour 100, together every year for the same reason: because the skyline gets the credit, but it’s never the skyline that did the work. Somewhere behind every glass tower and every stadium roof is a person who signed off on the number, walked the site at 6am, or stayed up arguing over a detail nobody else even noticed. This is our attempt to name a hundred of them, not as a final word on who matters most, but as a marker of where the region stands right now, and a reminder that next year’s list will look different again, because someone on these pages will already be halfway through building whatever comes next.

*A note on the listing: a number of companies chose not to participate this year. In a few cases, Rapid Fire responses are also missing, where the leader was unavailable or chose not to respond.*

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MEET THE VISIONARY 100 BUILDING THE MIDDLE EAST’S NEXT CHAPTER How We Ranked Them The 2026 edition of the Power Hour 100 pushed our editorial process a step further. Rather than a single set of questions for every entrant, we built five disciplinespecific interview briefs, one each for Developers, Contractors, Consultants, Sub-Contractors and Architects, so leaders were measured against the realities of their own trade rather than a one-sizefits-all checklist. Developers spoke to us about Gross Development Value and how their buyer base is shifting; Contractors about project backlog and the scale of their workforce; Consultants about active mandates and the construction value they oversee. Every figure was cross-checked against public record and prior coverage, and every conversation went well beyond the numbers, into how each leader is investing in technology, managing risk, and shaping what comes next for their business and their sector. Same Lens, Different Language Each discipline’s questionnaire framed these same questions in its own language, but the intent held constant across all five: to capture not just what a company has built, but how it thinks, adapts and leads. The result is a list built on substance as much as scale, an authentic reflection of who is genuinely shaping the Middle East’s built environment today.

Our Criteria • Scale: The total value of projects, mandates or portfolios delivered or currently under management • Flagship Project: The single project each leader points to as proof of capability, vision or design philosophy • Technology & Innovation: How AI, digital tools or new processes are quantifiably changing delivery, cost or quality • Evolution: What has fundamentally changed in how the business, or its market, operates in recent years • Risk & Resilience: The defining challenge facing their trade, and how they are positioning against it • Vision: The pipeline, legacy project or bold bet defining where they are headed next

BROUGHT TO YOU BY:

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INDEX: A.R. Suresh Kumar 175 Aaron Hennessy 64 Abdulla Al Abdouli 96 Abdullah Almajed 103 Abdullah Alnabhan 144 Ahmed Al Suwaidi 82-83 Ahmed Alkhoshaibi 90 Ahmed El Assar 72 Ahmed Shalaby 119 Ahmed Yusuf 127 Ajay Bhatia 118 Alan Talabani 153 Ali Al Kuwari 111 Alina Valcarce 184 Avinash Kumar 188 Barry Lewis 48 - 49 Ben Nitin Ezhil 110 Blagoje Antic 133 Campbell Gray 136 Capt. Pradeep Singh & Navneet Mandhani 120 Carlos Casado 152 Christopher Seymour 142 Craig Carter 160 David Hutton 158 Dean McGrail 146 Dr. (CA) Ankur Aggrawal 125 Dr. Majid Jack Hsiung 129 Dr. Najib Khatib 140 Dr. Yasser Zaghloul 46 Elias Abou Samra 127 Eng. Abdulhalim Muwahid 58 Eng. Ahmad Al Juhani 126 Eng. Ahmed Gamal 70 Eng. Fakher Al Shawaf 52 Eng. Hamzeh Awwad 150 Eng. Mohammed Al Othman 116 Faisal T. Bouzo 75 Farhad Azizi 102 Francis Alfred 86 Frederico Justus 147 Hamed Zaghw 138 Henrique Dias 186 Hisham Talaat Moustafa 94 Hussain Sajwani 88 Ignacio Gómez 178 Ihab Ramlawi 174 Imran Farooq 106 Israr Liaqat 114 Jason Sams 60 Jerry Inzerillo 80

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Joe Tabet 80 John Pagano 95 Joseph Daher 62 Kareem Fahmy 132 Kareem Farah 63 Khalid Bin Hassan Al-Gahtani 108 Katrina Antonovich 175 Mahdi Amjad 84 Maher Merehbi 58 Mahesh J. Kalwani 130 Mahmoud Shahin 189 Marco Fahd 156 Marco Tellarini 172 Masih Imtiaz 119 Mazen Matar 74 Michael Belton 122 Michael Magill 187 Mohammad Albuty 93 Mouhammad Takieddin 148 Murali S. 170 Naif Saleh AlRajhi 98 Nabil Freiha 54 Naguib Sawiris 100 Nathan Hanns 169 Natasha Abbas 162 Omar Gull 128 Osama Bishai 64 Osman Celiker 131 Paolo Testolini 182 Peter Lembrechts 74 Rami Al Qaisi 66 Ratheesh Kumar 168 Rick Hopper 151 Rizwan Sajan 92 Sahul Hameed 173 Said El Haouasli 163 Salah M. Baleed 158 Samer Abdul Samad 50 Simon Baines 154 Stuart Harrison 172 Talal Al Dhiyebi 78 Talal M. Al Gaddah 112 Talal Shair 159 Tariq Alawneh 68 Tariq Chauhan 166 Tariq Khayyat 191 Vidhyadharan Sivaprasad 132 Yahya Jan 190 Yousuf Fakhruddin 104 Zeyad Baker 73

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SILVER DOUBLE WATCH WINDER www.wolf1834.com

CONTRACTORS

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1

Barry Lewis CEO, ALEC Holdings

AED 26.7Bn Backlog, Sphere Pride ALEC Holdings entered 2026 with a backlog of AED 26.7 billion, spanning luxury hospitality, entertainment, cultural landmarks, energy, AI infrastructure and advanced manufacturing across the UAE and Saudi Arabia. The project we are proudest of is Sphere Abu Dhabi, where we received the Letter of Award for the USD1.7 billion immersive entertainment venue, due for completion in 2029. The pride lies not in the contract value but in what the award represents: a homegrown UAE contractor entrusted to deliver a globally iconic asset without relying on an international contractor to lead it.

Five years ago, digital transformation supported our projects. Today, it shapes decision-making at every level of the business.”

A L E C E n g i n e e r i n g a n d Co n t ra c t i n g h a s s e c u re d a $1 .7 b i l l i o n c o n t ra c t f ro m t h e D e p a r t m e n t o f Cu l t u re a n d To u r i s m – A b u D h a b i to b u i l d S p h e re A b u D h a b i

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CONTRACTORS

81 Nations, 89% Retention Across the GCC we deliver a large, complex portfolio through a workforce of more than 60,000 people representing 81 nationalities. The more significant figure is our 89 percent ten-year retention rate, which lets knowledge and capability compound across projects in ways competitors struggle to replicate quickly. We are equally deliberate about developing regional talent, supporting young Emirati and Saudi professionals through site exposure, structured mentoring and leadership development. 5% Automation By 2030 Innovation at ALEC has moved beyond isolated pilots into how projects are planned and delivered. Our robotics strategy targets automation of five percent of construction activity by 2030, alongside scaling modular and offsite manufacturing. The measurable impact is reduced rework, greater programme c e r t a i n ty and stronger productivity across increasingly complex projects. Scale Without Losing Grip The industry’s defining constraint over the next 24 months is not demand but the ability to deliver at scale amid escalating costs and persistent logistics challenges, while securing skilled talent. Our response has been bringing more of the value chain in-house: modular manufacturing, MEP, fitout and equipment rental are all established capabilities within the Group, strengthening resilience and giving us greater control over quality and programme. Five Years, No Regrets Five ye a r s a go, d i gi t a l t ra n sfo r ma ti o n s u p p o r t e d our projects. Today it shapes decision-making at every level of the business, with data, AI, robotics and integrated delivery embedded as core operating capabilities. Looking back, there is little we would change. The efficiency gains we see today are

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the result of decisions made years ago, reinforcing our conviction to keep investing at pace. UAE To Saudi, Then Beyond Our pipeline remains strong across the UAE and Saudi Arabia, with continued growth in giga-projects, luxury hospitality, entertainment destinations, cultural institutions and AI-enabled data centres. Saudi Arabia will stay a major growth market alongside sustained UAE opportunities. Beyond geography, our ambition is to become the region’s most advanced construction and engineering group, building leadership in AI infrastructure and advanced manufacturing.

The greatest source of pride is not the contract value, but what the award represents: a homegrown UAE contractor delivering a globally iconic asset without relying on an international contractor to lead it.”

A L E C E n g i n e e r i n g a n d Co n t ra c t i n g i s l ea d i n g c o n s t r u c t i o n a s m a i n c o n t ra c to r o n W y n n A l M a r j a n I s l a n d i n R a s A l K h a i m a h , a p ro j e c t t h a t i n c l u d e s a 70 - s to re y h o te l towe r, l u xu r y a m e n i t i e s , a n d t h e re g i o n _ s f i r s t g a m i n g a rea

RAPID FIRE One word for the GCC construction market right now? Uncertainty. A lesson no classroom could teach? Projects succeed because of people and real-time decision making.

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2

Samer Abdul Samad President and CEO, Nesma & Partners

SAR 40Bn Portfolio, One Mall Nesma & Partners is delivering a project portfolio exceeding USD 10.7 billion across Saudi Arabia, spanning energy, industrial facilities, transportation, infrastructure, buildings and landmark Vision 2030 developments. I am particularly proud of The Avenues Riyadh, Phase 1 Mall, which on completion will become the largest commercial mall in the Middle East, with roughly 370,000 square metres of leasable area across a 1.5 million square metre built-up area, including two basement levels and parking for around 15,000 vehicles. When late scope changes threatened several construction zones, our team isolated the affected areas, re-sequenced activities and redirected manpower and equipment, keeping the project ahead of schedule and within budget.

I hope that in the years ahead people will point to iconic projects around the world and say, ‘Nesma & Partners built that.”

T h e Ave n u e s R i ya d h : D e l i ve r i n g o n e o f t h e K i n g d o m ’s l a rg e s t m i xe d - u s e d eve l o p m e n t s , f ea t u r i n g a l u xu r y s h o p p i n g d e s t i n a t i o n w i t h 1 . 5 m i l l i o n m ² o f b u i l t- u p a rea , ove r 1 5 ,0 0 0 p a r k i n g s p a c e s , u t i l i ty i n f ra s t r u c t u re , l a n d s c a p i n g , a n d l i ve c a m e ra s y s te m s .

70,000 Strong, 26 Languages We are executing well over 30 active projects, primarily across Saudi Arabia, while supporting selected regional opportunities through our expanding engineering capabilities. Our group workforce exceeds 70,000 employees representing more than 50 nationalities and 26 languages, combining global expertise with strong local talent. We continue investing in Saudi capabilities through graduate programmes, vocational training, university partnerships and leadership development, building the Kingdom’s future workforce. Imad Ventures, AI-Native Innovation here is no longer about adopting individual technologies, but building an integrated

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CONTRACTORS

ecosystem across AI-enabled BIM, digital project controls, ERP modernisation, IoT-based asset management, predictive maintenance and advanced analytics. We established Imad Ventures, our corporate venture capital arm, and invested in Neuron Factory, an AI-native preconstruction platform that sharpens estimating, risk analysis and planning. The results are measurable: vendor invoice processing has improved by 40 to 50 percent, subcontract execution cycles are down 30 percent, manpower request processing is up more than 50 percent, and predictive maintenance has cut repair costs by roughly 20 percent. Resilience Over Reaction The biggest challenge is managing rising project complexity while keeping delivery predictable, amid supply chain volatility, workforce availability, evolving client expectations and tighter schedules. Our response has been to build resilience rather than simply react: strengthening engineering through Kent, expanding industrial services through AYTB, deepening supplier partnerships, and strengthening governance through Project Haykalah, alongside a diversified portfolio across energy, infrastructure and buildings.

Today it depends on organisational agility, data-driven decisionmaking, collaboration and continuous innovation. We now view ourselves as far more than a contractor: we are evolving into an orchestrator covering the full spectrum of the capital asset lifecycle. If I could revisit one decision, I would have accelerated our transformation journey even earlier. Vision 2030, Then Global Saudi Arabia remains our primary market as we support Vision 2030 through giga-projects, infrastructure, industrial developments, transportation, energy, water, stadiums, mobility and cultural destinations. Kent strengthens our international engineering presence, AYTB expands our industrial services, and NP Capital lets us participate in infrastructure investment and concession opportunities. Our ambition is to be recognised not only as one of the region’s largest contractors, but as one of its most trusted engineering and project delivery partners.

We are evolving into an orchestrator in the construction industry, covering the full spectrum of the capital asset lifecycle.”

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Contractor To Orchestrator Five years ago, success meant winning and delivering projects.

R i ya d h M e t ro Co n t r i b u t i n g to o n e o f t h e wo r l d ’s l a rg e s t p u b l i c t ra n s p o r ta t i o n p ro j e c t s t h ro u g h t h e c o n s t r u c t i o n o f L i n e 3 ( O ra n g e L i n e ) , d e l i ve r i n g u n d e rg ro u n d a n d e l eva te d s ta t i o n s , M E P wo r ks , a n d ke y i n f ra s t r u c t u re a s p a r t o f t h e A rR i ya d h N ew M o b i l i ty c o n s o r t i u m .

The project that changed everything for you? Haradh Gas Plant, its Sales Gas Unit, Utilities and Offsites. One word that describes the GCC construction market right now? Resilient. A building anywhere you wish you had built? Rather than one landmark, I hope people will one day say, ‘Nesma & Partners built that,’ wherever we can add value, regionally or globally. A lesson no classroom could teach? Projects succeed because of people, not only plans. Coffee or tea on deadline day? Ginger lemon tea, always.

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Eng. Fakher Al Shawaf Group CEO, AlBawani Holding Company

USD 4 Billion In Power, One Stadium For 2027 Across 2025 and 2026, our portfolio has moved well beyond traditional contracting. We closed financing on the Rumah 2 and Al Nairyah 2 power plants with TAQA and JERA, a combined USD 4 billion investment in which AlBawani holds a 20% equity stake, our joint venture with Hassan Allam was awarded the USD 490 million contract to build the Saudi Arabia Museum of Contemporary Art in Diriyah, and Saudi Awwal Bank signed a USD 1.7 billion bilateral financing agreement with us to support that growth. The project I’m proudest of is the Aramco Stadium, a 47,000-seat venue we’re delivering with BESIX to help host the 2027 AFC Asian Cup, because it captures everything AlBawani stands for: complex engineering, tight timelines and national ambition.

As AlBawani embarks on the construction of the revolutionary Aramco Stadium, we mark a transformative milestone in our legacy of pioneering top-tier sports facilities in Saudi Arabia.”

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15,000 People, Five Megaprojects At Once At any given time we’re running major work across five or more live fronts: the Aramco Stadium, the SAMoCA museum, the Hexagon Data Center, and the Wadi Safar hotels and equestrian club with Urbacon Saudi, alongside our power generation projects with TAQA and JERA. Hexagon alone is a USD 2.7 billion, 480 megawatt facility built to Tier IV standards for the Saudi Data and Artificial Intelligence Authority, set to become the world’s largest government data centre, and its groundbreaking earlier this year was led by HRH Crown Prince Mohammed bin Salman. Our workforce numbers more than 15,000 across our

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CONTRACTORS

subsidiaries, which is what allows us to hold a Class-1 contracting ranking in Saudi Arabia while running that scale of concurrent delivery. B u i ld i n g An A I - Re a dy Organisation This year we partnered with ZainTECH and Microsoft on our AI-readiness journey, covering a full Microsoft 365 migration, IoT deployment and cloud and AI transformation across the group. We also adopted a no-code platform to redesign our core operating processes before layering on larger construction management systems, and we’re now exploring real-time location systems and vision-based technologies on site. It’s part of why I was named Best CEO in Digital Transformation in 2023, but the recognition matters less than what it’s done for how fast we can move. Spreading Risk Across A Wider Platform The biggest risk facing contractors over the next two years is execution capacity, too many giga-projects competing for the same specialist talent, suppliers and equipment. Our answer has been to diversify beyond pure construction into a holding structure with subsidiaries spanning technology, MEP, facilities management, energy and PPP investment, so no single delivery bottleneck can put the wider group at risk.

A ra m c o S ta d i u m i n A l K h o b a r, a 47,0 0 0 - s ea t m u l t i - p u r p o s e ve n u e d e s i g n e d by Po p u l o u s , i s b e i n g d e l i ve re d by a B E S IX–A l B awa n i j o i n t ve n t u re , s e t f o r c o m p l e t i o n i n 2 0 2 6 a h ea d o f t h e 2 0 2 7 A F C A s i a n Cu p

go back, I’d have made that shift into co-investment earlier, since it changes how disciplined you are on every project, not just the ones you own. Power, Data And Heritage Through 2027 Our pipeline stays anchored in Saudi Arabia, deepening our position in power generation, expanding into data centre infrastructure following Hexagon, and continuing our work on Diriyah’s cultural and heritage developments, including SAMoCA and the Wadi Safar hotels, alongside sports infrastructure tied

to the 2027 AFC Asian Cup. Alongside that, our National Construction Academy keeps building the local talent pipeline that Vision 2030 depends on, so our growth stays rooted in Saudi capability, not just Saudi capital.

Achieving financial close marks a significant milestone in AlBawani’s ongoing commitment to supporting the Kingdom’s energy transition, in alignment with the ambitious goals of Vision 2030, and in partnership with TAQA and JERA.”

A l B awa n i i s t h e m a i n c o n t ra c to r o n R i ya d h ’s H exa g o n D a ta Ce n te r, a $ 2 .7 b i l l i o n m e g a - p ro j e c t s e t to b e c o m e t h e wo r l d ’s l a rg e s t g ove r n m e n t- r u n d a ta c e n te r, d e l i ve re d u n d e r S DA I A a s p a r t o f S a u d i Vi s i o n 2 03 0

From Contractor To Equity Partner AlBawani was founded in 1991 as a construction company, and the most fundamental change in the last five years is that we no longer only build for others, we now co-invest. Taking a 20% equity stake in the Rumah 2 and Al Nairyah 2 power plants alongside TAQA and JERA reflects a shift from being paid to deliver an asset to holding a long-term interest in how it performs. That’s mirrored in how the wider group has grown too, into subsidiaries covering technology, MEP, facilities management, energy and PPP investment, each supporting the same delivery engine. If I could

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Our priority is clear: to help deliver Saudi Arabia’s Vision 2030 by executing the Kingdom’s most iconic projects with engineering excellence, innovation, and unwavering commitment to our clients.

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Nabil Freiha CEO, El Seif

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Building at Vision-2030 Scale Between 2025 and 2026, El Seif is delivering USD 9.6 billion (SAR 36 billion) worth of projects across Saudi Arabia, a figure that only tells part of the story. One project stands out: Aquarabia Water Theme Park at Qiddiya City, now the largest water theme park in the Middle East. Featuring eight themed zones and 22 attractions, including several world record-breaking rides, it reflects the scale and ambition of Vision 2030. “Projects like Aquarabia demonstrate exactly what we’re capable of, delivering technically complex, world-class destinations at scale, on time, and without compromising quality or safety, while positioning Saudi Arabia as a leading global destination for tourism and entertainment in line with Vision 2030,” says Nabil Freiha.

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Global Expertise, Local Delivery El Seif currently has 20 active projects across the Kingdom of Saudi Arabia, building on a proven track record of delivering landmark developments throughout the GCC and the wider Middle East, forming the foundation of what Nabil Freiha describes as a truly regional organisation. Our workforce of approximately 43,500 represents 12 nationalities, bringing together expertise from Europe, the Americas, Saudi Arabia, Asia, and the Middle East. This diverse talent is further strengthened by a highly skilled workforce from Pakistan, India, and Bangladesh, enabling us to combine global expertise, regional insight, and local capability to consistently deliver world-class projects. A World-First in Innovation Certification January 2026 marked a major milestone in El Seif’s digital transformation with the launch of its integrated project management platform, connecting all core business functions through a single digital ecosystem and enabling near realtime, data-driven decision-making. At the same time, El Seif continues to advance modern methods of construction through modular solutions and robotics, reinforcing a culture where innovation is embedded in project delivery. This commitment led to El Seif becoming the first organization in Saudi Arabia to achieve the BSI Kitemark™ certification for ISO 56001 Innovation Management Systems, and the first organization globally to transition from the ISO 56002 BSI Kitemark™ to ISO 56001.

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Delivering with Certainty in an Uncertain World The biggest risk facing the contracting sector over the next 24 months is maintaining project delivery amid ongoing geopolitical uncertainty, particularly as Saudi Arabia accelerates its Vision 2030 programme and prepares for major global events. At El Seif, we mitigate these risks through proactive planning, early engagement with our supply chain partners, diversified procurement

and logistics strategies, and continued investment in engineering excellence, digital capabilities, and longterm supplier relationships. This disciplined approach strengthens project resilience, safeguards delivery schedules, and enables us to consistently meet our commitments while supporting the Kingdom’s transformational ambitions. Driving Value Through Early Engagement and Digital Transformation Over the past five years, my approach has evolved to focus much earlier in the project lifecycle. I strongly believe that engaging with clients from the earliest stages creates the greatest opportunity to influence project outcomes through value engineering, constructability reviews, and smarter design solutions. At the same time, I have placed greater emphasis on introducing modern methods of construction, accelerating d i gi t a l t ra n sfo r ma ti o n , and leveraging integrated digital controls and datadriven insights to support informed decision-making. These capabilities enable better planning, greater predictability, improved productivity, and ultimately the successful delivery of complex projects with greater

The project that changed everything for you? Kingdom Tower in Riyadh changed my perspective on what is possi-ble in construction, setting a benchmark for engineering excellence and ambition. I am proud that El Seif delivered this iconic landmark. One word that describes the GCC construction market right now? Transformational. The building anywhere in the world you wish you had built The timeless Sydney Opera House, an enduring example of engineering ambition to become cultural identity. The biggest lesson a project taught you that no classroom could No classroom can replicate the responsibility of making decisions that affect thousands of people, millions in value, and the reputation of an organization. Projects teach judgment, humility, and accountability in ways that theory never can.

certainty and value for our clients. Building the Future Through Vision 2030 Our pipeline for 2027 and beyond is firmly centered on Saudi Arabia, where Vision 2030 continues t o c re a t e exc e p ti o na l opportunities across landmark developments, including King Salman International Airport, Qiddiya, Diriyah, and other PIF development companies, as well as the transformational programmes supporting FIFA World Cup 2034 and Expo 2030 Riyadh. These projects span aviation, entertainment, h o s p i t a l i ty, stadia, transportation, commercial developments, and critical infrastructure, and will define the Kingdom’s next phase of growth. Our ambition is to deliver sustainable, profitable growth by combining engineering excellence with continued i nve st me n t i n d i gi t a l transformation, innovation, and our people. While our immediate focus remains on supporting the Kingdom’s Vision 2030, we are also monitoring medium-term opportunities in neighboring markets, including Syria and Iraq, building on our long track record across the region.

The future belongs to contractors who combine technical excellence with digital transformation, strong partnerships, and the agility to deliver worldclass projects with certainty.”

Coffee or tea on deadline day? Whatever keeps the team focused and gets the deadline met.

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5

Dr. Yasser Zaghloul CEO, NMDC Group

AED 28.8Bn Revenue, Manila Bay Pride Across 2025 and into 2026, NMDC Group has sustained exceptional operational momentum across our five integrated business units: NMDC Dredging & Marine, NMDC Energy, NMDC Infra, NMDC Engineering and NMDC LTS. In FY2025, Group revenues reached a record AED 28.8 billion, up 10 percent year on year, with net profit surging 29 percent to AED 4.0 billion. That trajectory accelerated into Q1 2026 with AED 6.6 billion in revenue, an active backlog of AED 55.4 billion and a pipeline exceeding AED 90 billion across onshore, offshore and marine infrastructure. I am exceptionally proud of our AED 2.2 billion Manila Bay land reclamation project in the Philippines, 130 hectares of complex island reclamation that represents a defining milestone for NMDC Dredging & Marine and our global expansion strategy. 25,000 People, 72 Nationalities We are currently executing several active turnkey projects simultaneously across GCC markets, spanning marine reclamation, offshore EPC installations and civil and energy infrastructure. Delivering at this scale draws on a global workforce exceeding 25,000 employees across 72 nationalities, united by a shared culture of technical excellence and operational discipline. Our human capital strategy prioritises Emiratisation, university internship pathways and continuous engineering upskilling, grounded throughout in a proactive, group-wide safety culture. 42,000 Hours Saved By AI Technology is an operational driver across our integrated portfolio, with recent focus on dataled project controls, Digital Twin asset modelling and AI-driven site monitoring. At NMDC Energy’s Musaffah yard, our Connected Workforce real-

time location system, covering more than 5,000 production employees with wearables and AI safety cameras, generated over USD 1 million in savings in its first year with zero workrelated accidents. Deploying AI-enabled tools across engineering and project controls saved more than 42,000 work hours in 2025, and NMDC Energy has been recognised as an Industry 4.0 Digital Leader by the Ministry of Industry and Advanced Technology. Integration Beats Fragmentation The greatest risk facing the regional contracting sector over the next 24 months is market volatility: supply chain

N M D C D re d g i n g & M a r i n e ve s s e l A l Ya s s a t , a c u tte r s u c t i o n d re d g e r

This contract proves our ability to mobilise our fleet across oceans and export five decades of UAE-proven coastal engineering mastery to the world.”

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CONTRACTORS

The project that changed everything for you? Building the four falcon-shaped artificial islands for Upper Zakum in Abu Dhabi, marine reclamation inside a live oil field that proved our execution capability at scale. One word that describes the GCC construction market right now? Transformative. We are no longer delivering individual contracts, we are executing complex, large-scale turnkey projects. The biggest lesson a project taught you that no classroom could? Technical engineering and heavy machinery only get you halfway. Execution depends on operational discipline, safety standards and trust in the teams on the ground. Coffee or tea on deadline day? Black coffee, strong and continuous, with absolute focus on delivery.

fragmentation, commodity fluctuations and specialised talent bottlenecks amid a surge of concurrent megap roj e c t s . N M D C G ro u p insulates itself and our clients from that vulnerability through our integrated delivery model, combining marine dredging, offshore energy EPC, civil infrastructure, engineering consultancy and logistics within one organisation, backed by our own marine fleet and fabrication yards. That, together with the UAE’s stable, investment-friendly policy environment, gives us the operational resilience to absorb market shocks and deliver reliably at scale. One Roof, Five Disciplines Five years ago we operated as specialised, domainspecific entities. The most fundamental change is our unification into NMDC Group, bringing marine dredging, energy EPC, civil infrastructure, engineering and logistics under one roof, and redefining capacity not by fleet or headcount alone but by how effectively those assets integrate across concurrent workstreams. Our international expansion and acquisitions came at the right time with the right resources in place, and our approach

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now centres on continuous evolution rather than secondguessing past decisions. Southeast Asia, South America Next Building on more than five decades of engineering excellence, our growth s t r a t e gy centres on geographic diversification, n ew c a p a bi li ti e s a n d sustainable infrastructure. While the UAE and GCC remain our foundational bedrock, we are expanding into Southeast Asia, South America, Europe and North Africa, with future pipeline directed toward

civil construction, offshore wind, coastal protection, essential utilities and onshore engineering. Our recent formation of NMDC Lantania Water marks our entry into advanced water infrastructure. Our ambition for 2027 and beyond is simple: to export over 50 years of UAE-honed engineering mastery to the world.

Building the four falcon-shaped artificial islands for Upper Zakum proved our execution capability at scale and permanently transformed NMDC into a global infrastructure leader.”

N M D C G ro u p p rov i d e s e n d - to - e n d c a p a b i l i t i e s i n c l u d i n g E P C , m a r i n e s e r v i c e s , i n f ra s t r u c t u re a n d l o g i s t i c s

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Eng. Abdulhalim Muwahid

Maher Merehbi

Chairman, United Engineering Construction (UNEC)

CEO, Arabian Construction Company

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F

ED 20Bn, 350 Delivered UNEC currently holds a live project portfolio valued at over AED 20 billion, with more than 350 projects completed across our 50-year history. Recent standouts include the DEWA Headquarters and Khorfakkan Amphitheatre, alongside long-standing l a nd ma r ks s u c h a s Nakheel Mall and Silicon Central at Dubai Silicon Oasis, together with regional work in Saudi Arabia and Jordan. 23 Live, 15,000 Strong We are currently running 23 active projects across the UAE, Saudi Arabia and Jordan. Our workforce stands at approximately 15,000 people, reflecting five decades of continuous operation in the region. Built In-House Our advantage has never been a single piece of software, it is vertical integration. Through SAFE MIX, our readymix concrete and block operation, and UNEC

Joinery and Interior Decor, we control materials and finishing in-house rather than relying on third-party suppliers. That control shortens lead times, tightens quality, and lets us hold ourselves accountable from the concrete pour to the final joinery detail. Consistency at Scale The biggest risk facing the sector is maintaining consistency, in quality, safety and delivery, as projects scale up. Our response has been continued investment in our people: UNEC has held multiple Taqdeer Awards for labour welfare, reflecting that same discipline in workforce care. 50 years, Same Approach After nearly 50 years, the biggest shift has been growing in scale without losing what built our reputation: a hands-on, relationship-first way of working with developers. Staying close to that founding approach is what we would protect above all. Same Markets, Next Chapter Our pipeline remains centred on the UAE, with continued work across Saudi Arabia and Jordan, spanning residential, commercial, hospitality and government sectors. Our ambition for the years ahead is steady growth within markets we know well, rather than a rush into new geographies.

Our advantage has never been a single piece of software, it is vertical integration.

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rom Villas to Ministries Between 2025 and 2026, ACC is delivering multiple high-profile projects across the UAE, Saudi Arabia, Egypt and West Africa, with contract values ranging from AED 400 million to more than AED 4 billion depending on scope. Saadiyat Lagoons stands out as a particular highlight: a flagship residential community supporting Abu Dhabi’s long-term urban vision through villas, infrastructure and public realm works. Jubail Island’s villa packages showcase our expertise in large-scale waterfront communities across multiple construction phases, while the Alinma Bank Headquarters in Saudi Arabia demonstrates our capability in complex, grade-A hi g h - ri se de live ry . Fu r t he r afield, our Administrative City developments in Benin and Guinea are helping modernise government infrastructure across Africa. 21 + 36 Projects, Two Continents We are currently delivering over 21 active projects across the GCC, and more than 36 across the Middle East and Africa, spanning high-rise, hospitality, institutional and industrial work. Our global workforce numbers around 26,000 people, with roughly 22,000 based across the GCC as of June 2026. That diversity of nationalities and expertise is one of ACC’s greatest strengths, underpinning a culture built on safety, quality and operational excellence. Digital by Default Digital innovation is an operational requirement for us, not a future WWW.CBNME.COM

Planning Before the Storm The most significant risk over the next 24 months is continued supply chain volatility, driven by wider macroeconomic pressures pushing up material costs and extending lead times. Our focus is proactive planning rather than reactive management: securing critical materials earlier, diversifying suppliers for higher-risk packages, and keeping close coordination with logistics partners. The contractors who perform best will combine disciplined planning, strong supplier relationships and early, transparent communication. Resilience is built long before disruption reaches the construction site. The Procurement Lever The most significant change over the past five years has been the growing complexity of delivery, driven by global supply chain volatility. Success is no longer defined by engineering excellence alone; it depends on how well engineering, planning, procurement and construction are integrated from the outset. A diversified portfolio, disciplined project selection and a focus on sustainable margins over volume have helped us navigate several market cycles while continuing to deliver for our clients. Strategic procurement has proven to be one of our most powerful levers: aggregating demand across projects strengthens our WWW.CBNME.COM

purchasing power and creates more predictable outcomes for clients. Discipline Over Growth Our ambition for 2027 and beyond is balanced, sustainable growth across the GCC and selected international markets. The UAE remains our core base, alongside continued expansion in Saudi Arabia and fastgrowing opportunities across Africa, where long-

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ambition. BIM is standard across our major projects, supporting design coordination, planning, quantity take-offs and clash detection to reduce rework and improve programme certainty. We have expanded our digital e n gi n e e r i n g c a pa bi li ti es and continue strengthening proprietary systems alongside platforms such as Candy Suite, Primavera and SAP, sharpening cost control, procurement and governance. This year we are piloting AI and automation tools, gathering feedback across the business on their scalability and impact.

Resilience is built long before disruption reaches the construction site.”

term client relationships and export credit financing support complex public sector work. Growth is not about volume; it is about pursuing the right opportunities and delivering projects that support the long-term ambitions of the markets we operate in. Across all geographies, our focus remains on complex, high-value work where our engineering expertise and integrated operating model create the greatest value.

Growth is not about volume, it is about pursuing the right opportunities.”

The project that changed everything for you? Address Sky View and the Sheikh Zayed Grand Mosque, career-defining projects and a privilege to help deliver such iconic landmarks. One word that describes the GCC construction market right now? Resilient. The building anywhere in the world you wish you had built? The Burj Khalifa, every time. An icon of structural innovation and transformative engineering. The biggest lesson a project taught you that no classroom could? Project outcomes are determined by early-stage alignment with the client. Coffee or tea on deadline day? Tea.

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8

Jason Sams Managing Director, Khansaheb Civil Engineering

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ED 3Bn Turnover, DEC Expansion Our 2025 turnover exceeded AED 3 billion, and we are currently delivering live projects worth a combined AED 4 billion, a scale that reflects the pace of Dubai’s construction market over the past year. Of everything we completed, the DEC Expansion for Dubai World Trade Centre stands out as our proudest achievement of 2025: a project that called on the full breadth of our delivery capability under a demanding programme. That said, singling out one project undersells the wider picture. Our teams delivered strong results across the board in 2025 and into 2026, from Serenia Living and the Meydan Hotel refurbishment through to the EOME Luxury Villas, each requiring a different mix of construction, interiors and fit-out expertise, and each completed to the standard our repeat clients have come to expect.

As the UAE’s recovery strengthens, we are well placed to support our clients as key business sectors expand.

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12–14 Live Projects, 30 Nationalities We operate exclusively within the UAE, where we know the market and our supply chains best. At any given time we are running between 12 and 14 projects simultaneously, a volume that keeps our teams stretched but manageable. Our workforce reflects the scale of that output: roughly 4,500 operatives and 1,100 staff, drawn from 30 nationalities spanning every continent. That diversity is not incidental, running that many concurrent sites depends on a workforce that can move between projects, disciplines and client expectations without losing consistency, and it is one of the reasons we have been able to sustain our current pace of delivery. Five Platforms, 35% Faster We continue to invest heavily in our digital strategy, and this year we expanded our

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O c c u py i n g t h e t i p o f Pa l m J u m e i ra h ’s We s t C re s c e n t , S e re n i a L i v i n g c o m p r i s e s 2 2 6 re s i d e n c e s a c ro s s f o u r towe r s , i n c l u d i n g f u l l a n d h a l f- f l o o r p e n t h o u s e s a n d two - l eve l S ky M a n s i o n s w i t h p r i va te p o o l s .

clients as key business sectors expand again.

Cost Escalation, UAE Recovery Without doubt, our biggest risk over the next 24 months stems from the recent regional conflict, which has driven cost escalation and real uncertainty into procurement timelines across the sector. Materials that once had predictable lead times no longer do, and that uncertainty ripples into programme planning on every live project. Our response has been to look harder for innovative supply chain solutions and to work more closely with clients so that any impact on delivery is minimised rather than absorbed silently. As the UAE’s recovery strengthens over the coming months, we believe we are well placed to support our

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UAE-Only, Secured for 2027 We continue to work only within the UAE, where our expertise and relationships are strongest, and we have no plans to change that. Our pipeline for 2027 is solid, with secured projects already lined up to continue at a similar level of turnover to 2025 and 2026. The scope reflects the breadth of what we do: construction, interiors, joinery and MEP across a mix of

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use of five core platforms across the business: Autodesk Forma, OpenSpace, BIMLauncher, Coins and Oracle. Together, they have reshaped how our on-site processes run: we estimate up to 35% time savings compared with our legacy, largely manual workflows, a gain that compounds across a portfolio of 12 to 14 live projects. We are not treating this as finished work: we are currently rolling out AI enhancements across key business functions, and progressing digital twin production on selected projects, so that site data becomes something we can act on in real time rather than reconcile after the fact.

Bigger Projects, Tighter Timelines Looking back, the most fundamental change has been scale: we have grown significantly over the past five years in a busy market, taking on larger projects with far tighter timelines than we would have accepted previously. Managing that growth without losing control has depended on a number of efficient digital initiatives adopted along the way, and on the close relationships we have built with existing, repeat clients, who have helped us navigate a genuinely demanding period. We are well positioned within the market today, and we continue to reinforce our reputation project by project rather than through any single big move.

CONTRACTORS

residential and hospitality work. Current major projects include Dubai Harbour Residences, Serenia District West, the Wynn Resort, Jumeirah Al Naseem, the Bulgari Resort refurbishment, and DEC Expansion Phase 2, a spread that gives us confidence in both the volume and the diversity of what’s ahead.

T h e m a i n l o b by wa s a m o n g t h e p u b l i c a rea s t ra n s f o r m e d a s p a r t o f t h e w i d e r M e yd a n H o te l re f u r b i s h m e n t , w h i c h a l s o i n c l u d e d t h e b a l l ro o m , a l l - d ay d i n i n g re s ta u ra n t , a n d l o b by l o u n g e .

We are well positioned within the market, and we are pretty happy with how we’ve worked.”

The project that changed everything for you? The Mall of the Emirates Expansion, 2014–2015. One word that describes the GCC construction market right now? Intense. The building anywhere in the world you wish you had built? The Sagrada Família in Barcelona — stunning. The biggest lesson a project taught you that no classroom could? Working alongside site operatives gives an engineer grassroots experience that never leaves you. Coffee or tea on deadline day? Coffee — espresso.

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Joseph Daher CEO, Almabani General Contractors

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AR 20Bn Backlog, A Record Almabani reached a record USD 5.33 billion project backlog in 2026, with major packages underway at Diriyah Gate, valued at over USD 20 billion. The project we are proudest of is King Salman Park, the largest urban park in the world at 16.7 square kilometres, where we are delivering substantial infrastructure and civil works. 10,000 Strong Since 1972 Our workforce exceeds 10,000 people across Saudi Arabia, supporting major packages at Diriyah Gate, King Salman Park, King Abdulaziz International Airport in Jeddah and King Khalid International Airport in Riyadh. That scale reflects more than five decades of building in the Kingdom since 1972. Riyadh’s First Smart Forest Our flagship initiative this year was The Almabani Forest, Riyadh’s first Smart Pocket Forest, launched with NetZero under Riyadh Municipality. We also rolled out Life Saving Rules, twelve non-negotiable safety standards applied company-wide. Scale Without Compromise The biggest risk facing contractors in the Kingdom is keeping pace

with Vision 2030’s scale and speed without compromising quality or safety. Our response has been disciplined project selection and operational excellence, the same principles that let us take on packages as large as Diriyah Gate and King Salman Park simultaneously. PIF Partnership Since 2023 The most significant shift in recent years has been our strategic partnership with the Public Investment Fund, which now holds roughly one-third of our equity and has strengthened our access to financing and governance. That partnership has been built on operational excellence rather than growth for its own sake. Aviation to Urban Development Our pipeline remains anchored in Saudi Arabia, across aviation, infrastructure and urban development. We expect to keep expanding on projects like Diriyah Gate

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and King Salman Park, while continuing to advance our ESG agenda, digital tools and local talent as Vision 2030 ambitions continue to scale.

The Almabani Forest is a symbol of our commitment to sustainability and our responsibility to leave a positive environmental legacy for future generations.”

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The project that changed everything for you? CONTRACTORS DesertBoard, as a major industrial start-up, demanded a huge share of my time and focus. One word that describes the GCC construction market right now? Resilience. The building anywhere in the world you wish you had built? The Burj Khalifa, for redefining what is possible and how high we can reach. The biggest lesson a project taught you that no classroom could? Communication and follow-up are everything. Coffee or tea on deadline day? Coffee.

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Kareem Farah Director, Engineering Contracting Company

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ED 10.3 Billion, One Record Pool From 2025 to July 2026, ECC Contracting has held a cumulative project portfolio worth AED 10.3 billion, with AED 2.8 billion completed or due for completion in this window. Our proudest project is the W Residences in Dubai Harbour, awarded by Arada in January 2026: three 42-storey towers on a shared podium, spanning 210,000 sqm and 487 luxury apartments, with a 200-metre pool set to become a world record on completion. 12 Live Projects, 37 Nationalities We currently have 12 projects under construction or nearing completion across the GCC. Our workforce stands at 6,894 employees, drawn from 37 nationalities. From Consumer to Producer This year we built our own in-house BIM automation suite for Revit and Navisworks, moving us from

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consumers of BIM software to producers of proprietary capability. Tasks that once took days are now templatedriven and completed in hours; clash reports that took a full day are now generated in minutes. We have measured time savings of 60-90% on these workflows, with estimated annual savings of AED 200,000-500,000 in thirdparty licensing. We have also embedded a secure, offline AI assistant that explains outcomes from our validated rule engine, without making engineering decisions itself. The Next 24 Months T he se c t o r ’s bi gge st risks over the next 24 months are rising costs, material volatility, project complexity, and tightening c a r b o n a n d d i gi t a l compliance demands. We are countering this through the ECC Group’s integrated ecosystem, spanning design, manufacturing, MEP and joinery, reducing reliance on external suppliers. Two moves stand out: prefabricated bathroom and kitchen pods with Volta Pods, for faster, predictable delivery; and robotic process automation, which has cut HR screening from 31 hours to one and document processing by over 70%. We are also integrating lowcarbon materials such as DesertBoard’s Palm Strand

We have moved from being a consumer of BIM software to a producer of proprietary BIM capability.”

Board, sequestering an estimated 34 million kg of CO2e. Ahead of the Curve The most fundamental shift has been moving from siloed delivery to an integrated design-and-build model, underpinned by digital tools and Lean practices adopted ahead of the curve rather than in response to it. That early mindset has strengthened coordination between design and execution and sharpened delivery certainty, and it is the same mindset we intend to carry forward. Beyond Dubai The outlook remains strong, closely aligned with the Dubai 2040 Urban Master Plan. We are seeing growing developer interest in partnering with established contractors like ECC, and expect sustained pipeline strength across residential, commercial and mixeduse projects, alongside large-scale urban and infrastructure-linked developments. We are also evaluating expansion beyond Dubai, and diversification into adjacent contracting businesses.

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T Much of our recent innovation has been in how we structure delivery, not just how we build.

op 3, USD 9Bn Secured We enter 2026 ranked among the top three construction companies in the Middle East. We closed Q1 2026 with USD 9.4 billion secured in backlog, after a 2025 in which we won USD 5.6 billion in new awards, including USD 2.1 billion across the Middle East and Africa. Current work includes the Qurrayah IPP Power Plant in Saudi Arabia and the Abu Qir Regional Metro in Egypt. Three Continents, One Group We operate across the Middle East, Africa and the United States, through Contrack Watts, The Weitz Company and our 50% stake in BESIX Group, a footprint built over nearly five decades since our founding in 1976. That reach lets us run projects across multiple continents at once. EVERWATER, A New Platform Much of our recent innovation has been in how we structure delivery, not just how we build. Forming EVERWATER, our joint venture with Trojan Construction Holding, lets us deliver large-scale water infrastructure projects across the region under one dedicated platform, rather than as a single contractor working alone. Well-Funded, Not Just Won The biggest risk for contractors at our scale is taking on projects without secure, sustainable funding behind them. Our response is disciplined: pursuing well-funded projects where we hold a competitive edge, and leaning on strategic partnerships with repeat clients that keep our balance sheet resilient through downturns.

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Osama Bishai CEO, Orascom Construction

Beyond Pure Construction Over the past several years, the most significant shift has been moving beyond pure construction into investments, concessions and O&M, in renewable energy, water treatment and transportation, and this now defines much of our long-term growth strategy. 900 MW at Ras Shokeir Our ambition remains anchored in the Middle East, Africa and the US, where we already have scale. In March 2026 we signed a Power Purchase Agreement with Egypt’s EETC, alongside Aeolus Energy and ENGIE, to develop a 900 MW wind farm near Ras Shokeir in the Gulf of Suez, the kind of renewable energy project we expect to keep pursuing alongside water infrastructure and data centres.

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Aaron Hennessy Group Managing Director, Douglas OHI

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SD 600M, Lower Zakum Island Across 2025 and 2026, Douglas OHI has delivered or is currently delivering projects worth a combined USD 600 million-plus across Oman, the UAE and Saudi Arabia. The project we are proudest of is Lower Zakum Island in Abu Dhabi, one of the region’s most strategically important offshore energy developments. Its standout feature is not scale but complexity: executing safely in a live offshore environment, where logistics, planning and operational continuity all have to align, demonstrating our ability to deliver certainty in some of the GCC’s most demanding conditions. 10 Live Projects, 19 Nationalities We are currently managing around 10 major projects simultaneously across the GCC. Our workforce exceeds 5 , 0 0 0 e m p loye e s , representing 19 nationalities. That diversity is one of our greatest strengths: different experiences, technical backgrounds and cultural perspectives help us solve problems more effectively and deliver consistently across multiple sectors and geographies. Certainty Over Speed Our investment has focused less on chasing technology for its own sake and more on tools that improve delivery certainty: expanded digital project controls, real-time reporting dashboards, BIM coordination and mobile site management, all connecting planning, commercial and operational data in real time. On several projects, this has cut reporting cycles from days to hours and sharpened programme visibility, enabling earlier intervention and fewer costly delays. The biggest gain has not been speed. It has been predictable. WWW.CBNME.COM

CONTRACTORS

becomes a genuine competitive advantage. Enabling Over Answering The biggest change has been learning not to take myself too seriously, and recognising that leadership is about enabling others rather than having all the answers. Over the past five years I have focused far more on aligning the organisation around a shared purpose: alignment creates momentum. If I could do one thing differently, I would have spent even more time earlier building leadership capacity around me. Strong organisations are built by developing strong people.

It Is Trust! The biggest risk facing the industry is not labour, materials or technology. It is trust. As projects grow larger and more complex, clients need real confidence that contractors will do what they say they will. Trust is built through transparency, accountability and consistent delivery. At Douglas OHI, we are strengthening governance, improving reporting visibility and maintaining a culture where commitments matter. In an industry often defined by uncertainty, trust WWW.CBNME.COM

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The biggest risk facing the industry is not labour, materials or technology. It is trust.”

Moving Territories Our pipeline remains strong across Oman, the UAE and Saudi Arabia, with active expansion into Bahrain and Qatar. We see significant growth potential in sustainable infrastructure, advanced industrial projects, water security programmes and energy transition initiatives. Our ambition is not simply to grow, but to become the contractor of choice for clients seeking certainty, technical excellence and long-term partnerships across the GCC, through disciplined expansion and deeper sector expertise.

The project that changed everything for you? Liwa Plastics in Oman, the project that truly scaled my understanding of mega-project complexity and delivery. One word that describes the GCC construction market right now? Intense. The building anywhere in the world you wish you had built? Reginald’s Tower in Waterford, a silent, circular sentinel that has guarded the river for centuries. The biggest lesson a project taught you that no classroom could? The gap between a design on paper and the reality on site is where the real engineering, and the real character, is built. Coffee or tea on deadline day? Coffee, strong and plenty of it.

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tracking have improved coordination across disciplines and sharpened decision-making, contributing to measurable schedule gains and cost efficiencies.

Our controlled, structured growth has built strong delivery fundamentals for sustainable long-term expansion.”

Rami Al Qaisi CEO, RAQ Contracting

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ED 8,073M, EMCT Abu Dhabi Our combined project value for 2025 to 2026 is AED 8,073 million, split between AED 4,418 million delivered or due within the period and AED 3,655 million in projects extending beyond 2026. The project we are proudest of is the East Midfield Cargo Terminal at Zayed International Airport: a 90,000 sqm development designed to handle up to 1.5 million tonnes of cargo annually, strengthening Abu Dhabi’s position as a global logistics hub. 13 Live Projects, 17 Nationalities We are currently managing 13 active projects across the UAE. Our workforce exceeds 3,000 people, roughly 500

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Real-Time Coordination Over the past year, we have advanced our use of digital construction technology, including AI-enabled tools, BIM integration and project analytics platforms. On the EMCT project for Abu Dhabi Airports, integrated digital planning and real-time progress

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staff and 2,500 skilled labour personnel, representing more than 17 nationalities. That diversity lets us pair international best practice with strong regional execution, particularly on complex, fast-track projects.

Diversify Before Disruption The most significant risk facing the sector over the next 24 months is continued geopolitical and supply chain uncertainty, affecting material availability, pricing and timelines. We are countering this through supplier diversification, early procurement of critical materials, stronger regional sourcing networks, and disciplined project selection to protect delivery certainty and cost stability. From Warehouses to High-Rises The most fundamental change over the past five years has been diversifying our portfolio: from a focus on industrial and warehouse developments to high-rise and large-scale building projects, broadening our technical and execution capabilities. We would not have done anything differently; our controlled, structured growth has built strong delivery fundamentals for sustainable long-term expansion. Aviation to Data Centres Across the UAE, we are targeting opportunities with government and semigovernment entities alongside leading private developers, spanning commercial, residential, industrial, logistics and infrastructure work. We are engaged with entities including Dubai South, DP World, Dubai Airports, RTA, AD Ports Group, Abu Dhabi Airports and Aldar. Our ambition is to expand further into aviation, mixed-use communities, food-grade facilities and data centres, while continuing to deliver complex, high-value projects.

The project that changed everything for you? East Midfield Cargo Terminal at Zayed International Airport, Abu Dhabi. One word that describes the GCC construction market right now? Unstoppable. The building anywhere in the world you wish you had built? Burj Khalifa, Dubai. The biggest lesson a project taught you that no classroom could? Planning is important, but real success is defined by coordination and execution on site under changing conditions. Coffee or tea on deadline day? Coffee. No substitute when deadlines are tight.

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ED 3Bn Delivered, AED 4Bn Underway Between 2025 and 2026, Group AMANA has maintained a strong project portfolio across the GCC. In 2025 we delivered projects worth approximately AED 3 billion, and in 2026 we’re delivering projects valued at around AED 4 billion, spanning industrial manufacturing, aviation infrastructure, logistics and warehousing, food security, mission-critical facilities and commercial developments. The project I’m most proud of is the Air Arabia Aircraft Maintenance Hangar, a highly complex steel structure from initial design through fabrication and erection, requiring long-span structural steel, precise engineering coordination and innovative technical solutions to overcome construction and installation challenges while maintaining the highest standards of safety and quality.

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Tariq Alawneh

40 Projects, 8,000 People, 20+ Nationalities Group AMANA is currently managing approximately 4 0 active projects across the GCC, covering industrial manufacturing, logistics and warehousing, aviation, food security, data centres, commercial and mission-critical facilities. We have a workforce of approximately 8,000 employees across the region, including engineers, project managers, commercial p r o fe ssi o n a l s , construction managers, HSE specialists, supervisors, skilled tradespeople and support staff. We employ professionals from more than 20 nationalities, bringing together technical expertise, international best practices and cultural perspectives that enhance collaboration and our ability to

General Manager – UAE & Qatar, Group AMANA

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G ro u p A M A N A s u c c e s s f u l l y d e l i ve re d 1 ,4 0 4 m o d u l a r c o n c re te s t u d i o u n i t s a c ro s s 2 7 b u i l d i n g s f o r t h e A M A A L A S ta f f Vi l l a g e o n S a u d i A ra b i a ’s R e d S ea c o a s t

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deliver across different countries and client environments. Skilled Labour, The Real Bottleneck The biggest risk over the next 24 months is the combination of increasing project demand, supply chain volatility and a shortage of skilled labour. Across the GCC, a significant pipeline of mega projects is placing pressure on material availability, procurement lead times, subcontractor capacity and the recruitment of experienced personnel, while clients continue to expect faster delivery, greater cost certainty and higher sustainability standards. Group AMANA is positioned to navigate this through our integrated design-build model, bringing design, engineering, procurement, fabrication and construction under one organisation to reduce risk and accelerate delivery. Our investment in off-site manufacturing and advanced steel construction reduces site labour requirements and programme delays, and strong supplier relationships help us secure critical materials in advance.

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From Delivery To Value The biggest change over the past five years has been the shift from simply delivering projects to delivering value through collaboration, technology and proactive risk management. The industry has become far

more dynamic, with greater emphasis on digital engineering, BIM integration, offsite manufacturing, sustainability and early stakeholder engagement. Success today depends not only on technical execution but on anticipating risks, making faster decisions and maintaining close collaboration with clients, consultants and supply chain partners. At Group AMANA, that evolution aligns with our integrated designbuild approach, involving engineering, procurement, fabrication and construction teams from the earliest stages to optimise designs and shorten delivery schedules. Another lesson has been the importance of investing in people, developing strong teams and empowering individuals to take ownership. Bigger, Not Just More Looking to 2027 and beyond, our pipeline is focused on expanding both geographically

The project that changed everything for you? There wasn’t one single project, every project brings its own challenges and learning opportunities. Collectively, they’ve shaped our approach to problem-solving, resilience and continuous learning. One word that describes the GCC construction market right now? Transformative The biggest lesson a project taught you that no classroom could Even the best design and planning can face unexpected challenges. What separates an average project from a successful one is how the team responds under pressure.. Coffee or tea on deadline day? Coffee, always.

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and across high-growth sectors. The UAE and Saudi Arabia remain our primary markets, but we see opportunities across the wider GCC, driven by industrialisation, logistics, aviation, manufacturing, food security, data centres, healthcare and mission-critical infrastructure, particularly under Saudi Vision 2030 and continued UAE growth. These markets generate opportunities for complex, fast-track design-build projects where Group AMANA has a proven competitive advantage. Our ambition isn’t simply to increase the number of projects, but to deliver larger, more technically complex and highervalue developments while maintaining our reputation for quality, safety and on-time delivery.

If I could do one thing differently, I would have embraced digital construction tools, data-driven decision-making and early contractor involvement much earlier in my career.”

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Eng. Ahmed Gamal CEO, BEC Arabia

$3Bn Portfolio, No Single Star Over the past two years, BEC Arabia has secured a portfolio of major projects worth more than USD 3 billion, spanning hospitality, healthcare, mixeduse, residential, and projects across Saudi Arabia’s giga developments. Our current portfolio includes the Diriyah Media and Innovation District’s Residential & Commercial assets, the Hilton Garden Inn 1200+ key hospitality development within Masar Makkah, Al Mousa Specialist Hospital in Al Khobar and Red Sea Global Civic infrastructure & healthcare assets.

delivery sits a workforce of approximately 10,000 professionals from diverse nationalities and backgrounds, bringing together global expertise and local insight. One Digital Delivery Ecosystem Our biggest investment this year has been building an integrated digital delivery ecosystem rather than adopting

It’s difficult to single out one project. Each one is contributing to our growth, helping us strengthen our capabilities, expand our expertise, and c o n ti n u o u s ly ra i se o u r standards of quality, safety, and sustainability. Together, they’ve shaped the company we are today and prepared us to support Saudi Vision 2030. 10,000 Strong, Many Nations We are currently delivering a diverse portfolio of projects across Saudi Arabia, supporting some of the Kingdom’s most ambitious developments. Managing multiple complex projects simultaneously rests on the robust systems, digital capabilities and governance framework we have built, enabling consistency and confidence at scale. Behind that

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standalone tools. We’ve expanded the use of BIM and other digital platforms across our projects to improve planning, coordination, construction, and project handover. This allows our teams to identify issues earlier, collaborate more effectively, and make faster, better-informed decisions

No project succeeds because everything goes according to plan. Leadership is about how you respond when things don’t.

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L o c a te d i n A M A A L A E m p l oye e Vi l l a g e , A M A A L A H o s p i ta l i s h o m e to 4 4 i n p a t i e n t b e d s , o u t p a t i e n t c a re s e r v i c e s , a n d a d e d i c a te d d i a g n o s t i c a n d t rea t m e n t z o n e o f f e r i n g a f u l l ra n g e o f c l i n i c a l s u p p o r t functions

The project that changed everything for you? AMAALA Employee Village. One word that describes the GCC construction market right now? Transformational. The building anywhere in the world you wish you had built? Marina Bay Sands. The biggest lesson a project taught you that no classroom could? Leadership is how you respond when plans don’t hold. Coffee or tea on deadline day? Coffee, always.

throughout the project lifecycle. It has reduced rework, improved coordination between disciplines, and given our engineers more time to focus on delivery instead of manual processes. Digital tools are no longer an addition to the way we work— they’ve become an essential part of delivering projects more efficiently and with greater confidence. Mega and Giga, Simultaneously The biggest challenge facing contractors over the next 24 months is delivering an unprecedented volume of mega and giga projects while ma i n t a i ni n g p ro d u c tivi ty, quality and profitability, as demand for skilled talent, faster delivery, resilient supply chains and digital integration all rise together. We have been

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preparing by investing in people, technology and operational resilience, strengthening in-house capabilities through continuous training, expanding our use of BIM and 4D planning, and developing specialist business units that let us self-deliver critical disciplines and retain control over quality, cost and programme. Equally important is collaboration: bringing clients and contractors onto a single platform lets us make decisions earlier and identify risks before they reach the site. Five Years, One Lesson Our business looks very different from five years ago. We have evolved from delivering projects through conventional construction methods to operating as a digitally enabled, integrated contractor, where technology, collaboration and data drive every stage of delivery. We have also expanded

our capabilities by investing in specialist business units and developing our people to meet the growing demands of giga-projects and Saudi Vision 2030. If there’s one lesson from these five years, it’s that we should have accelerated our digital transformation even sooner. The improvements we have achieved in coordination, programme certainty and handover quality have shown that digital innovation is not just a competitive advantage, it is fundamental to delivering modern construction projects. Saudi Arabia At The Core Saudi Arabia remains our primary growth market, with a strong focus on the Central, Western and Eastern regions, and continued momentum across multiple sectors in the built unborn economy, with a focus on a hospitality and healthcare, in addition to growing our infrastructure presence, with a focus on further engagement and growth in social infrastructure private-public partnership (PPP) engagements. We are also expanding beyond traditional contracting into real estate development, investment partnerships and logistics, supported by our integrated capabilities across infrastructure, electromechanical solutions, landscaping, concrete and facilities management. Our ambition is to be recognized as one of the Middle East’s leading construction and development groups.

Digital innovation is not just a competitive advantage, it’s fundamental to delivering modern construction projects.”

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pieces of equipment and holding more than 90 industry awards. With 24 branches across Africa and eight in Asia, our footprint now extends to nearly 30 countries, carrying Egyptian engineering expertise from the Nile to the Rufiji and beyond.

Ahmed El Assar

26 Years To The Chair A civil engineering graduate of Alexandria University, I joined The Arab Contractors in 1996, rising through construction management on the Damietta containers p r oj e c t , project and deputy branch management across the Marassi North Coast developments, and command of the Bridges and Specialized Structures department, before my appointment as Chairman and CEO in April 2023. Along the way I contributed to the Rod El Farag Axis, the Helwan and El Wahat axes, and the 6th of October Monorail.

Chairman & CEO, The Arab Contractors

“These awards reflect Egypt’s growing competitiveness in executing complex international projects to world-class standards. They are global recognition of the Egyptian engineer and workforce.”

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0 Years, $912M Turnover Marking 70 years since its founding in 1955, The Arab Contractors closed the year to June 2025 having completed 66 projects and generated USD 912.1 million in revenue, nearly 29 percent of it earned overseas. The order book stood at USD 3.3 billion, of which 41.8 percent sits outside Egypt, backed by an annual work volume of EGP 48 billion in 2025 and a current global ranking of 93rd on ENR’s league table. 2,115MW On The Rufiji The project I am proudest of is the Julius Nyerere Hydropower Dam on Tanzania’s

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Rufiji River, designed to generate 2,115 megawatts and regulate one of Africa’s most flood-prone waterways. It anchored a haul of five awards at the 2025 ENR Global Best Projects Awards, including Best Global Water Project, alongside recognition for the New Alamein Tourist Promenade, the restored Zeinab Khatoun house in Cairo, and Uganda’s Saka road and bridge, delivered eleven months ahead of schedule. 57,000 Strong, 30 Countries Our workforce numbers close to 57,000 people who have delivered more than 8,000 projects since 1955, operating over 10,000

Cairo To Kogi, 2026 2026 has brought fresh momentum: the East Nile Monorail opened in March, we signed a road rehabilitation contract in Zambia, Nigeria’s Vice President inaugurated our Kogi road project, we lifted the 4,000-tonne tourist vessel African Dreams at Lake Nasser, and we completed the second phase of Mansoura University’s medical centres. We are also a finalist for Contractor of the Year at the Big 5 Egypt Impact Awards, each result reinforcing our position as Egypt’s leading contractor across Africa and Asia.

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Zeyad Baker Executive Director, DUTCO Group

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ive Landmarks, One Year Our live pipeline spans Amali Island, where we hold a AED 700 million contract, ENARA by OMNIYAT, a sold-out office tower, Seven Tides’ Golf Views Seven City, the Gran Melia Hotel, and Terralogix, Dubai’s largest private logistics park. The project we remain proudest of is Mina Jebel Ali, the mega-port we built in the 1970s, still the world’s largest man-made harbour. Five Sectors Since 1947 Dutco traces back to 1947, when the Dubai Transport Company began. Dutco Construction alone has delivered more than 54 years of landmarks, among them Expo 2020, the Address Hotel renovation, Marsa Al Seef and the Fashion Avenue expansion. The Group now spans construction, hospitality, oil and gas, trading and real estate, from Dubai to Houston and London. UAE’s First Triple-Platinum Our flagship achievement this year has been ENARA by OMNIYAT, which achieved Platinum pre-certification for LEED alongside Platinum WiredScore and SmartScore, the UAE’s first triplePlatinum office building. The tower is fully sold out and progressing through its superstructure phase in Marasi Bay. Scale Without Losing Grip The biggest risk for contractors our size is running several landmark projects at once without losing discipline. Our response has been to draw on the Dutco Group’s depth, built on decades of marine, civil and fit-out expertise since Mina Jebel Ali.

Gulf FM for facilities management, Dutco Interiors for fit-out, and Gulf Cobla for dredging. That structure lets us deliver a project end to end, from marine works to interiors, under one roof. Four Sectors, One Pipeline Our ambition is to diversify across asset classes: residential at Amali Island and Golf Views Seven City, commercial towers like ENARA, hospitality through the Gran Melia, and logistics via Terralogix. That spread, alongside our marine and civil works, is how the Group keeps growing.

For more than 54 years, DUTCO Construction has been shaping the UAE’s most defining landmarks, places that people recognise, rely on and remember.”

A m a l i Pro p e r t i e s h a s awa rd e d a A E D 70 0 m i l l i o n m a i n wo r ks a n d f i t- o u t c o n t ra c t f o r A m a l i I s l a n d to D u tc o Co n s t r u c t i o n , w h o s e p o r t f o l i o i n c l u d e s Pa l m J e b e l A l i , M i n a J e b e l A l i , a n d t h e B v l g a r i R e s o r t D u b a i

Six Companies, One Contractor Dutco Construction operates through six specialist companies: DutCon for building, DBB Contracting, BK Gulf for electrical and mechanical works, BK

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Mazen Matar CEO, Nass Contracting

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Peter Lembrechts General Manager, Six Construct Aramco Stadium, Six Co n s t ru ct’s Saudi Landmark Six Construct, BESIX Group’s Middle East arm, is delivering the Aramco Stadium in Saudi Arabia in a joint venture with ALBAWANI. The 47,000seat venue, built under Saudi Aramco’s oversight, is being readied for the 2027 AFC Asian Cup. It sits alongside a wider regional portfolio that includes the Dubai Waste-to-Energy facility, works on the Port of NEOM’s Oxagon development, and the company’s 2025 return to Oman with the Marsa LNG project. 4,000 In The Middle East, 10,000 Worldwide Six Construct employs approximately 4, 0 0 0 people across the Middle East, part of a wider BESIX Group workforce of around

10,000 worldwide. The regional business traces its roots back to the 1960s in Abu Dhabi, where it delivered early Corniche infrastructure before going on to build landmarks including the Sheikh Zayed Bridge, Emirates Palace, Ferrari World and the Sheikh Zayed Grand Mosque. Deepening Its PPP Pipeline Six Construct’s publicprivate partnership pipeline continues to build on the Zayed City Schools project, the UAE’s first schools PPP, delivered in 2024 in consortium with Plenary Group for the Abu Dhabi Investment Office. A fourth campus, financed in 2024 for Khalifa City, is set to open for the 2026-2027 academic year, adding to a PPP track record that began with the 2008 wastewater treatment scheme delivered with ADDSC and TAQA Water.

We are building more than landmarks. We are contributing to lasting social impact and stronger communities through our public-private partnerships.”

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Bahrain Marina And Beyond Nass Contracting, the flagship construction arm of Nass Corporation, was appointed in November 2025 to build more than 8,000 sqm of new beachfront facilities within the approximately $530 million Bahrain Marina development in Manama, spanning a 130-metre beachline, a 400 sqm family pool, shaded cabanas and water sports facilities. The award adds to a live portfolio that includes the Bahrain International Airport Access Improvement scheme, the roughly 102-hectare Al Raffa Land Development, civil works on the 600MW Jabel Ali Power Station Phase III, and the five-storey Applied Science University academic building with its 20-metre clock tower. 5,000 People, Four Divisions Founded in 1963 as Abdulla Ahmed Nass Contracting, the company now employs around 5,000 people

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CONTRACTORS

across its Building, Marine & Offshore, Infrastructure Roads & Bridges and Industrial divisions, operating across Bahrain, Saudi Arabia and the UAE. Nass Corporation, its parent, has been listed on the Bahrain Bourse since 2005 and has grown into a wider group spanning electrical contracting, asphalt, readymix concrete and industrial services. On the ground, Nass Contracting’s projects include the King Abdullah bin Abdulaziz Medical City in Bahrain’s Southern Governorate and the Khalifa Bin Salman Port and Industrial Area at Hidd, one of the region’s largest reclamation and marine works programmes. 16 Months In, One Landmark Deal Mazen Matar took over as Chief Executive Officer in July 2024, bringing a background in project management, business transformation and strategic planning. Under his leadership, the company has continued to expand its regional footprint, most recently securing the Bahrain Marina beachfront contract at the Gateway Gulf Investment Forum in November 2025, a signal of Nass Contracting’s growing role in the Gulf’s marine and leisureled developments alongside its long-standing infrastructure and industrial work.

We are honoured to be entrusted with another key component of the Bahrain Marina development. The level of design complexity and technical quality required aligns with our strengths and track record.”

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We look forward to further growth through injecting our accumulated expertise in the regional construction industry.”

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to strengthen our supply chain and reduce our reliance on third-party suppliers.

Faisal T. Bouzo Co-Founder & Managing Partner, C&P

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0% Growth, Three Landmarks C&P reported average annual revenue growth of 70 percent over the past two fiscal years, reinforcing our financial strength and sustainable expansion. Current work includes fit-out and MEP for Riyadh Air’s headquarters, Qiddiya Water Theme Park, and QIC & SEVEN HQ. The project we remain proudest of is the Tadawul, Saudi Exchange headquarters, where we served as main fitout contractor for its LEED-certified building, spanning eight floors. 13 Offices Since 2004 Founded in 2004, C&P operates through more than 13 offices across Saudi Arabia, with back-office support extending to Cairo. Our reach spans construction, fit-out, MEP, landscape and irrigation, and equestrian and sports facilities, delivered by a workforce in which women hold roughly half our team leadership roles, from designers to procurement and finance. Vertical Integration, In-House Our innovation has centred on vertical i n t e gra ti o n : l a u nc hi n g S M E P fo r electromechanical works and BACH Industrial for structural steel, alongside our own joinery factory and the acquisition of GLOBIX, a China-based sourcing company,

Speed Without Losing Quality The biggest risk facing contractors in the Kingdom is meeting increasingly sophisticated client demands and faster delivery timelines without compromising quality. Our response has been to keep construction, fit-out, MEP and landscape services in-house, giving us tighter control over every stage of a project from design to handover. First Avenue Goes Public The most significant shift in recent years has been First Avenue Real Estate Development, our sister company, joining the Saudi Parallel Market in 2024. That milestone, alongside our own 70 percent revenue growth and being named Fit-Out Contractor of the Year in 2024, reflects the scale of change across our group. Kingdom to the Gulf Our ambition is to extend beyond the Kingdom into the UAE and Oman, building on our track record with clients including the Public Investment Fund, Red Sea Global, and the Royal Commission for AlUla. As Chairman of the Australia Saudi Business Forum, I am also focused on bringing new international partners into our pipeline.

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Everybody sits.

Sit your best.

DEVELOPERS

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Talal Al Dhiyebi Group CEO, Aldar Properties

AED 200Bn Across Three Islands In Abu Dhabi alone, we’re advancing several major destination-led developments: Marsa Al Saadiyat, with a total GDV of AED 100 billion; North Al Maryah Island, with more than AED 60 billion; and Fahid Island, with more than AED 40 billion. In parallel, we expect to hand over approximately 3,700 homes in Abu Dhabi during 2026, across Saadiyat Island, Yas Island and other communities in the emirate. Together, these projects reflect the breadth of Aldar’s role, from delivering homes today to shaping the next generation of cultural, financial and wellness-led destinations. Overseas Buyers, Up To A Third Of Sales Our customer base has become increasingly international. Overseas buyers represented 24% of UAE sales in 2024, rising to 26% in 2025 and 33% in the first half of 2026. Combined with expatriate residents, that group accounted for 80% of our UAE sales in H1 2026, equivalent to AED 7.6 billion, led by buyers from the UK, China, Russia and India. We’re also seeing more younger and first-time customers: at The Canopies, 84% of buyers were purchasing from Aldar for the first time, and 47% were under 45. Expectations have shifted too. Buyers increasingly look beyond the individual home toward what the destination offers: walkability, nature, sustainability, wellness, education, culture and everyday convenience. A Financial District Doubled, A Wellness Coastline Built From a skyline and economic perspective, North Al Maryah Island will be transformational, extending Abu Dhabi’s offshore financial district into an interconnected downtown that supports the emirate’s ambition to be a global “Capital of Capital.” The masterplan adds more than 450,000 square metres of new Grade A office space, effectively doubling the island’s existing commercial capacity, alongside more than 3,000 luxury waterfront residences, three new bridges, 2.5 kilometres of air-conditioned pedestrian corridors and 20% open space. From a community perspective, Fahid Island is equally significant: the world’s first Fitwel-certified island, with more

We believe the market still underestimates the long-term value of combining development expertise with ownership and professional operation. For Aldar, the opportunity is not only to build places, but to remain invested in how they perform and evolve over time.”

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Ya s Po i n t o f f e r s a d i s t i n c t i ve b a l a n c e o f we l l n e s s , c o m m u n i ty, a n d c o a s ta l l u xu r y

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than 6,000 homes and an 11-kilometre coastline, 30% of it set aside as natural space. 100% Estidama-Rated, On The Way To Net Zero All new deve l o p me n t s launched in Abu Dhabi during the first half of 2026 achieved a 3 Pearl Estidama design rating and a 2-star Fitwel rating, beyond Abu Dhabi’s minimum requirements. Our H1 design and construction performance also included a 34% reduction in design energy-use intensity, a 42% reduction in design water-use intensity, a 39% reduction in embodied carbon, and recycling of 98% of construction and demolition waste. That’s driven by regulation, customer demand and genuine conviction. In 2023, we launched our Net Zero Plan, targeting net-zero emissions across our operations and value chain by 2050, with interim 2033 targets and eight decarbonisation levers. By 2025, we’d cut operational emissions intensity by 40%

per square metre against our 2023 baseline. An AED 20Bn Develop-ToHold Bet One of our most important long-term bets is our AED 20 billion develop-tohold pipeline. Rather than developing every asset for sale, we’re deliberately retaining and operating a growing portfolio of residential, commercial, education, logistics and retail

assets, giving us exposure to recurring income and longterm capital appreciation. Our industrial and logistics real estate shows the opportunity: in H1 2026, revenue from the segment rose 163%, adjusted EBITDA rose 173%, and occupancy stood at 97%. Marsa Al Saadiyat, CityScale Marsa Al Saadiyat has the potential to define this era of

Aldar’s growth. It activates the final phase of the Saadiyat Island masterplan and connects directly with Saadiyat Cultural District. At AED 100 billion in total GDV, of which Aldar will develop AED 60 billion, it’s a city-scale opportunity bringing together waterfront living, culture, wellness, mobility and public realm. The 6.4 million square metre masterplan is designed for more than 58,000 future residents, with eight kilometres of coastline, 5.6 kilometres of beaches, Abu Dhabi’s largest marina, more than 140 kilometres of walking paths and a 46-kilometre cycling loop.

Marsa Al Saadiyat’s significance is not only its scale. It’s the opportunity to complete Saadiyat’s evolution as one of the world’s most distinctive cultural and lifestyle destinations, while creating a lasting contribution to Abu Dhabi’s growth and quality of life.” S a a d i ya t Cu l t u ra l D i s t r i c t o f f e r s a ra re b l e n d o f a r t i s t i c h e r i ta g e , c o n te m p o ra r y l u xu r y, a n d s e re n e i s l a n d l i v i n g

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also includes nearly 40 hotels, 1.6 million square metres of gross floor area, an opera house, a 20,000-seat arena, nine museums, a university, 16 schools and extensive food and beverage offerings, a scale of ambition matched by very few developments anywhere in the world.

Five years from now, our legacy will be authenticity.”

2Jerry

Inzerillo Group CEO, Diriyah Company

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63.2Bn Giga-Project, 18,000 Homes Diriyah is one of Saudi Arabia’s leading giga-projects, with a development value of USD 63.2 billion, creating a world-class urban destination rooted in the 300-year-old home of the first Saudi State. We have already awarded more than USD 30 billion in contracts, demonstrating strong delivery momentum across a site of this scale. Across 14 square kilometres we are developing 18,000 h o m e s for approximately 100,000 residents, with the first residential units delivered this year. The masterplan

Riyadh’s Global Buyers We offer a broad residential mix, from studios to four-bedroom homes, alongside branded residences that continue to see strong demand. Our buyer base is expanding from Saudi families and high-net-worth individuals to a growing pool of international buyers, supported by Riyadh’s role as a global business hub. Preferences are evolving too, with rising demand for authentic, experience-led communities that offer a strong sense of place and cultural identity. That demand showed in the recent launch of Manazel AlHadawi, where 34 units were booked for USD 59.1 million in revenue, driven by Diriyah’s distinctive Najdi-inspired design, walkability and heritage-led approach. A Walkable, Low-Rise City Diriyah itself is the project that will most meaningfully change its own skyline and community fabric: a fully integrated, humancentric city shaped by worldclass masterplanning. The vision is to create a walkable urban environment rooted in heritage while designed for the future. Rather than high-rise development, we are focusing on low-rise, pedestrian-led districts that preserve the landscape’s historic character, creating community-focused nei g h b o u r ho o d s wi t h a high quality of life, working environments and cultural experiences. Najdi Heritage, Modern NetZero Our 2026 construction pipeline incorporates sustainability and

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T h e D i r i ya h m a s te r p l a n , i l l u s t ra t i n g t h e t ra n s f o r m a t i o n o f t h e b i r t h p l a c e o f t h e K i n g d o m i n to a g l o b a l l y re c o g n i z e d c u l t u ra l , l i f e s ty l e , a n d h e r i ta g e d e s t i n a t i o n

Wa l ka bi li ty Ove r Ca r Dependency Our bold bet is that the future of great cities will be defined by walkability and lived experience rather than car dependency, a position the market has not

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fully caught up with yet. Three hundred years ago, people in the original Diriyah lived and moved entirely on foot, and we are consciously reinventing that legacy for a modern context, creating fully pedestrianised communities where people can walk to work, take their children to school, and easily access local amenities and cultural spaces within a connected urban environment. Legacy Will Be Authenticity Five years from now, our legacy will be authenticity.

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net-zero principles wherever possible, reflecting a core conviction rather than regulation or market demand alone. Diriyah Company is deeply committed to responsible, long-term urban development, drawing on traditional Najdi techniques, natural ventilation and breathable mud brick construction that define the character of At-Turaif, combined with modern practices across every stage of development, from construction through to long-term operations: sustainable and locally sourced materials, water recycling for irrigation, and adherence to internationally recognised environmental standards. That approach has already earned multiple international certifications and awards, including Mostadam and LEED, reflecting the way Diriyah is being delivered.

We are not creating a generic new city, but a place deeply rooted in the history, culture and architecture of its origin at At-Turaif, our UNESCO World Heritage Site. Every element of the development is shaped by this sense of place, ensuring Diriyah remains unmistakably authentic while being brought into the modern era. That commitment to staying true to identity, while building for the future, is what will define our legacy.

No skyscrapers. A largely car-free environment. A city designed around 300-year-old heritage.

The development that first made you fall in love with real estate? People, service and community, the things that turn a place into somewhere lives unfold. Diriyah does that at destination scale. A city outside the GCC whose development model inspires you? Sun City, South Africa, from my time at Kerzner Entertainment: vision, execution and guest experience building an enduring destination. The riskiest decision you have made as a developer? No skyscrapers, a largely car-free environment, and design drawn from 300-year-old heritage. Off-plan or ready? Off-plan, always. I’d rather imagine what a place can become. What would you build if money were no object? Legacy: places that endure and connect people across generations.

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3 Ahmed Al Suwaidi Managing Director, Dubai Residential

35,900 Homes, 22 Communities Dubai Residential owns and operates one of Dubai’s largest and most diverse residential leasing portfolios, with more than 35,900 homes across 22 integrated communities serving over 146,000 residents, alongside retail and commercial assets. Beyond scale, our focus is on professionally managed communities that deliver long-term value for residents and investors. Through Dubai Residential REIT, we continue to expand the portfolio through disciplined, valueenhancing investments, including the recent addition of 56 premium villas at Garden View Villas and a cluster of 220 townhouses at Jebel Ali Village. 98.9% Occupancy, 98% Retention Our portfolio continues to perform strongly, with an average occupancy rate of 98.9 percent and a resident retention rate of 98 percent as of the first quarter of 2026. Over the past two years we have seen growing demand for professionally managed communities with high-quality amenities, well-maintained facilities and a seamless living experience. While affordability remains important, residents now want communities that deliver long-term value, convenience and quality of life, which is why we continue to invest in digital transformation through the Dubai Residential app and portal, creating a more integrated experience across the entire resident lifecycle. 155 Nationalities, Four Segments With 22 communities spanning premium, community, affordable and corporate housing segments, and residents from more than 155 nationalities, our portfolio provides a strong barometer of evolving rental demand in Dubai. A clear trend is sustained demand for well-managed,

The future of residential real estate will be defined by resident experience, not simply occupancy.”

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deep understanding of resident needs, refined through regular surveys, engagement initiatives, operational data and direct feedback. At the same time we are accelerating digital transformation across the resident journey, from home search and leasing to payments, maintenance requests and community services. While the market has traditionally focused on assets and transactions, we believe long-term value will increasingly be driven by customer insight, technology and the ability to create communities that residents genuinely want to be part of.

S h o ro o q -S m a r t l y d e s i g n e d a p a r t m e n t s a n d v i l l a s i n a s c e n i c c o m m u n i ty

family-oriented communities offering privacy, security, green open spaces and a strong community environment, a growing preference for lifestyleled living over simply having a place to reside. That trend is reinforced by our new villas at Garden View Villas and the townhouses in Jebel Ali Village. Operating across four distinct price segments lets us meet a broad range of lifestyle needs and budgets. Conviction Over Compliance We continue to enhance our portfolio through a considered, long-term programme of upgrades and repositioning that supports the quality, competitiveness and resilience

of our communities. These enhancements improve the resident experience, strengthen operational performance and ensure our communities meet the evolving needs of Dubai’s rental market. While regulation p rovi d e s a n i m p o r t a n t framework, our approach is driven by a clear conviction to invest in better living environments and sustainable long-term value. Experience Over Occupancy Our boldest bet is that the future of residential real estate will be defined by resident experience, not simply occupancy. We are increasingly shaping our portfolio, services and investment decisions around a

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The property that first made you fall in love with rental real estate. The power of rental real estate lies in how the right home can shape everyday life, not simply provide an address. A rental market outside the GCC whose leasing model inspires you? Mature Western rental markets, for their scale, professional management and dataled leasing. The riskiest decision you have made while managing a leasing portfolio. Prioritising long-term resident value over short-term occupancy gains. Furnished or unfurnished: if you were a tenant today, which would you choose? Choice matters most. Furnished offers flexibility; unfurnished lets residents build a home of their own. What would you add to your portfolio if budget were no object? Future-ready residential communities that strengthen resident experience and long-term quality of life.

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Staying Because They Want To Five years from now, I hope Dubai Residential is recognised not just for the scale of its portfolio, but for the role it has played in advancing urban development and the quality of residential living in Dubai. Our legacy should be one of creating thriving, professionally managed communities that have evolved alongside the city and the needs of its residents. We aspire to set new standards for residential leasing and contribute to Dubai’s vision as one of the world’s best cities to live, work and build a future.

J e b e l A l i Vi l l a g e by D u b a i R e s i d e n t i a l -A t h o u g h t f u l l y p l a n n e d c o m m u n i ty w h e re eve r y d e ta i l s u p p o r t s c o m f o r t , s a f e ty a n d to g e t h e r n e s s

If residents choose to stay with us not because they have to, but because they genuinely want to, that will be the strongest measure of our success.”

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35.1Bn GDV, 110 Homes In 2026 Our portfolio today carries a gross development value of USD 35.1 billion, on the path to our stated 2030 ambition. In 2026 we complete AVA at Palm Jumeirah and ORLA, Dorchester Collection, Dubai, which together deliver 110 homes, from signature penthouses and Sky Palaces to a single beachfront mansion. Each home is designed individually, and we deliberately deliver in small numbers. ARIA by BEYOND follows in 2027, extending the same standards to a broader seafront community. Buyers Are Settling, Not Flipping Nearly three-quarters of our buyers now come from outside the UAE, with consistent demand from Europe, Asia and the Middle East and a fast-growing base from the United States. The most meaningful shift is in intent, not origin. Knight

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Mahdi Amjad Founder & Executive Chairman, OMNIYAT Group

My passion for real estate began with Burj Al Arab and Emirates Towers, enduring symbols of His Highness Sheikh Mohammed bin Rashid Al Maktoum’s vision for Dubai as a global hub of ambition.”

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SmartScore, and we push for LEED Gold as our standard, with ENARA already precertified LEED Platinum and VELA, VELA Viento and The ALBA each targeting Gold. Our inaugural USD 500 million Green Sukuk, issued in 2025, funds this commitment directly. The reason is simple: a building designed to be lived in for generations must perform better, age better and give more back to the people around it. We hold ourselves to that standard because nothing less would deserve the locations we build on.

A NWA A R I A b l e n d s i n d o o r c o m f o r t w i t h t h e f re e d o m o f wa te r s i d e l i v i n g , o f f e r i n g f i n e l y t u n e d a m e n i t i e s d e s i g n e d to s h a p e t h e p e r f e c t d ay a n d a n e l eva te d l i f e s ty l e

The UAE has kept every promise it has made to those who build here, and our answer has always been to raise our ambition further.” Frank data shows only 4 percent of Dubai homes changed hands within a year of purchase in 2025, down from 25 percent in 2008. Buyers are settling here, establishing their families, businesses and legacies in the UAE. Their expectations have evolved with that commitment: privacy, space, intelligent technology, wellness, sustainability and locations that hold their relevance across market cycles. They are choosing a complete way of living, and a place to belong. From Buildings To Districts Every project we undertake carries the same obligation: to leave its surroundings better than it found them. The Opus by OMNIYAT, conceived in its entirety by Dame Zaha Hadid, changed how the city thinks

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about what a building can be. One at Palm Jumeirah brought the region’s first Dorchester Collection residences, and The Lana brought the Collection’s first hotel in the Middle East to Marasi Bay. Through BEYOND, that same thinking now reaches Dubai Maritime City. That vision is now entering a new scale: what began with single buildings is extending into districts and full masterplans, where the same care that shapes one home comes to shape entire communities, and everything around them. LEED Gold As Standard Sustainability sits at the centre of how we build. Every development in our pipeline follows a defined certification roadmap across LEED, WELL, WiredScore and

Betting On $54Bn By 2030 We are betting on the UAE. Our ambition is to double the portfolio to more than USD 54 billion by 2030, and the foundation of that target is simple: this country rewards those who commit to it fully. While parts of the global market still treat the UAE as one destination among many, we see an economy whose depth is still being discovered, and we are investing across every sector within it, residential, hospitality and commercial alike. The trust runs in both directions, and our answer has always been to raise our ambition further. The Standard Never Moves Legacy is a duty every project carries, and each new development must build on the one before it. A building earns its place over decades, in how it holds its relevance, how it ages, and how the people within it feel about the life they lead there. That is the measure we apply from the first sketch, and it applies equally to everything we build. If this era of our growth is remembered for anything, it should be that the standard never moved as the Group grew from homes into hospitality and the workplace, and each completed project should carry that standard for many years beyond this decade.

T h e A l b a R e s i d e n c e s , D o rc h e s te r Co l l e c t i o n ’s f i r s t M i d d l e E a s t s ea f ro n t g a rd e n re t rea t , s i t s o n . D e s i g n e d by Z a h a H a d i d A rc h i te c t s , j u s t 8 8 h o m e s a n d 3 p e n t h o u s e s l i n e 2 5 0 m e t re s o f p r i va te b ea c h a ro u n d a 2 6 ,0 0 0 s q m o a s i s by Vl a d i m i r D j u rov i c

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RAPID FIRE The development that first made you fall in love with real estate? The first Sobha community where the parks were finished before the first customer moved in, that’s when I understood we’re in the business of creating neighbourhoods, not just buildings. A city outside the GCC whose development model inspires you? Outside the GCC, Tokyo, which has stayed liveable at thirty-seven million people because it never stopped building. The riskiest decision you have made as a developer? Building Sobha’s own factories in the UAE years before the volumes justified them, that bet is now Mission 70:70. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, without hesitation, but only from a developer whose past promises have all been kept.

AED 115Bn Portfolio, 7,000 Homes In 2026 Total GDV of our current portfolio is approximately AED 115 billion. In 2026, we’re delivering around 7,000 units, roughly 6,500 apartments and 500 villas, with sales value approaching AED 23 billion. Mid-Market Luxury, A Broader Buyer Base Our buyer profile has concentrated around end-users and investors seeking mid-market luxury homes, while our international base has broadened. The AED 1-2.5 million segment grew from 46% of qualified sales in 2024 to 51.3% in 2025, and the ultra-luxury segment above AED 20 million expanded from 6.1% to 8.2%. Apartments gained ground too, 1-bedroom units up from 20.4% to 32.6%. Indian buyers remain our largest nationality at 19.6%, and over 40% of buyers now come from other nationalities altogether. Sobha Sanctuary, A Return To Balance Sobha Sanctuary, our AED 50 billion Dubai master development, has the greatest potential to transform its community fabric, founded on a

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What would you build if money were no object? A global institute for construction craftsmanship and innovation in the UAE, because skilled people, not capital, are this industry’s real constraint.

Francis Alfred Managing Director, Sobha Realty

“The test is never handover day. It is a decade later, when the door still closes exactly the way it did on the first day.”

vision to restore balance and reconnect residents with nature. It sits alongside Sobha City, our AED 40 billion Abu Dhabi debut blending marina and forest-led living, and Downtown UAQ in Umm Al Quwain, a 25-million-square-foot coastal destination with seven kilometres of beachfront.

Through Mission 70:70, we aim to shift 70% of site-based activity into controlled factory environments, using offsite production, automation and lean manufacturing. The second ambition is optimising factory operations through technology, freeing skilled professionals for higher-value work.

A GRESB Score Of 97, By Conviction Our 2025 GRESB score of 97, up from 72 in 2023, ranked us #1 in our Asian peer group and #2 globally among residential developers. Our 2026 targets, including zero single-use plastics and ESG supplier assessments, show sustainability is driven by conviction, aligned with the UAE’s Net Zero 2050 ambition.

Fifty Years Of Craftsmanship, Held To One Standard Sobha’s legacy will be shaped by how thoughtfully we grow while staying true to quality and long-term value. With design, engineering, precast, façade and interiors all in-house, there’s no supply chain to hide behind, and it shows in the record: 16 masterplans underway across the UAE, and 7,000+ homes being handed over this year alone, a single year exceeding, in value, everything we’ve delivered before it combined.

Mission 70:70, Building Like A Factory Our boldest bet: construction will increasingly resemble advanced manufacturing over on-site building.

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Hussain Sajwani Founder, DAMAC Properties

Over 50,000 Homes, 55,000 More Underway DAMAC Group’s journey began in 1982 as a catering and logistics business. A defining moment came in 2002, when I established DAMAC Properties following the opening of Dubai’s real estate market to international investors, recognising the city’s potential to become a leading global destination for business, tourism and luxury living. More than two decades later, we’ve delivered over 50,000 homes, with a further 55,000 units in various stages of planning, design and construction. Our footprint now extends across more than 15 cities and includes over 100 residential and hospitality towers, alongside eight master development communities such as DAMAC Hills, DAMAC Hills 2, DAMAC Lagoons, DAMAC Islands and DAMAC Islands 2, conceived as integrated lifestyle destinations combining residential neighbourhoods with leisure facilities, landscaped spaces and community amenities. Buyers Want Community, Not Just A Tower I’ve seen a real shift in Dubai buyer preferences over the past two years: a growing post-pandemic emphasis on community living, wellness and intimacy, alongside a surge in villa sales reflecting demand for more spacious, upscale living. We responded by expanding our community development

DA M AC ’s T h e L i f e s ty l e Co l l e c t i o n , a c u ra te d p o r t f o l i o o f a p a r t m e n t p ro j e c t s a c ro s s DA M AC ’s m a s te r c o m m u n i t i e s , o f f e r s a c c e s s i b l e h o m e ow n e r s h i p, w i t h m o n t h l y p l a n s s ta r t i n g f ro m A E D 1 , 9 9 9

portfolio with launches including DAMAC Lagoons and Riverside, designed around an integrated living experience. I’ve also watched demand accelerate across the wider market, September alone saw an unprecedented 18,038 transactions in Dubai, a large share of them off-plan, which I read as a sign of strong investor confidence in new developments. From Towers To Branded Living From the outset, I set out to build more than conventional residential developments. I wanted distinctive architecture, b ra n d e d ex p e r i e n c e s , world-class amenities and a

We have today about 1GW of land, which, if you translate into total investment, would be about $12 billion.”

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lifestyle proposition that could appeal to buyers and investors internationally, and I think that’s helped set new benchmarks for luxury and design-led real estate across the region. That vision runs through landmark projects including Cavalli Tower, Safa One, DAMAC Casa, DAMAC Towers Nine Elms in London and Chelsea Residences by DAMAC, developed through partnerships with globally recognised names in design, fashion, hospitality and sport, an approach that’s earned us more than 100 international awards and recognitions. I see the pace of that pipeline as proof the appetite for it isn’t slowing. The Sky Is The Limit On Data Centres My boldest bet right now sits outside real estate altogether. Through DAMAC Digital, formerly EDGNEX Data Centers by DAMAC, we now operate across 13 countries, with more than 35 projects and over 6GW of IT load under development or in our secured pipeline. I’m convinced data centres will become as essential to the infrastructure supporting artificial intelligence, cloud computing and the digital economy as towers have been to Dubai’s skyline. Asked how far I’m willing to take that bet, my answer has been characteristically unbounded. A Career That Mirrors Dubai’s Rise Through DAMAC Capital, our strategic investment arm, I’ve extended my ambition into private equity, mergers

and acquisitions, capital markets and investments in listed and high-growth companies, with exposure to global funds including Vista, Silver Lake, Andreessen Horowitz, Thoma Bravo, Starwood, NEA, Founders Fund, Warburg Pincus, KKR and Brookfield, and stakes in OpenAI, xAI, Anthropic, Mistral, SpaceX and Stripe. In 2019, we acquired Italian fashion house Roberto Cavalli, later adding Swiss luxury jewellery brand de GRISOGONO to strengthen our presence in the international luxury sector. Together, I’d say that diversification reflects a career built on entrepreneurial conviction and speed of execution, one that’s closely tracked Dubai’s own rise as a global business hub and increasingly connects the UAE to international markets, brands and emerging technologies. My journey from a catering entrepreneur to founder of a diversified global conglomerate is, I hope, a distinctive UAE success story, one built on foresight, resilience and an enduring belief in the power of ambitious ideas.

The sky is the limit, we can invest more, as much as the market takes, then the limitation is not on.”

C h e l s ea R e s i d e n c e s by DA M AC a re t h e wo r l d ’s f i r s t f o o t b a l l - b ra n d e d re s i d e n c e s

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Ahmed Alkhoshaibi Group CEO, Arada AED 130Bn Portfolio, 55,000 Homes Our portfolio now exceeds AED 130 billion, up from around AED 70 billion just two years ago, covering roughly 55,000 homes across the UAE, Australia and the UK. That near-doubling reflects our expansion beyond the UAE even as Sharjah and Dubai remain the core of our delivery pipeline. We have sold 20,000 homes across 11 developments in the UAE alone and handed over more than 12,000. In 2026 we expect to deliver 4,000 homes by year end, weighted toward Aljada and Masaar in Sharjah and our first Dubai project handover at Jouri Hills at Jumeirah Golf Estates, alongside our second hotel, Vida Aljada, and the World Raffles Academy international school, also in Aljada. Each of these openings is timed to land within the same twelve months, which says a lot about the pace we are now building at. Freehold Changed Everything When we launched in 2017, the overwhelming majority of our buyers were Emiratis already familiar with Sharjah’s track record of stable growth. The turning point came when Sharjah opened freehold ownership to all nationalities:

The market is full of homebuilders. What we’re building at Arada is the foundation of how people live meaningful, healthy and happy lives.”

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it triggered the best-performing sales period in our history, and the buyer base widened almost overnight. We are now seeing buyers from all over the world investing not just in our Dubai projects, but in Sharjah too. Sharjah’s New Downtown When we launched Aljada in 2018, it was the largest mixed-use development in Sharjah, and we designed the masterplan to serve as the city’s new downtown. At its heart is Madar, a family entertainment, sports and lifestyle hub designed by Zaha Hadid Architects, due to complete in 2029 with the opening of Madar Mall. Today Aljada is already home to 20,000 residents and will hold 25,000 homes on completion, anchored by a 38-building business district, schools and hotels,

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O f f i c e b u i l d i n g s f ro m P h a s e 1 o f A ra d a Ce n t ra l B u s i n e s s D i s t r i c t a t A l j a d a

mi n u t es fro m S ha rj a h International Airport and the city’s coming passenger rail link. The founding vision was to give Sharjah a new heart, one place to live, work and enjoy a great, healthy lifestyle, and every phase we deliver is measured against that same ambition. 178,000 Trees, One ESG Report Sustainability plays an everincreasing role in how we build, reflected in our recently released second annual ESG report. Key achievements over the past year include Wi re d S c o re Platinum certification for Arada CBD in Aljada, the first time this has been achieved in Sharjah, and an increase in trees planted across our communities to 178,000, up from 88,000 the year before. Masaar, the UAE’s first forested community, launched its masterplan in

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2021 with around 70,000 trees. We delivered 1,500 villas and townhouses in Masaar 1, with another 1,500 due by year end. Masaar 2 sold out its 2,000 homes within hours of launch, and Masaar 3 has performed strongly over the past nine months. Together the three communities now total 9,000 villas and townhouses, forested with more than 200,000 trees. Our newest projects, Akala and Inaura, are both LEED Gold pre-certified, pairing sustainable design with wellbeing-focused amenities. AED 2Bn Into Wellness Our boldest bet is that the future of real estate is one that offers a healthy lifestyle. We are confident people will increasingly choose where to live based on how well it keeps them, so we have built the whole spectrum in-house, from prevention

We’re confident people will increasingly choose where to live based on how well it keeps them.” to performance. On the clinical side, that means an AED 2 billion commitment anchored by Reem Hospital and a growing network of Reem Clinics, announced just weeks ago. On the fitness side, it means Formative, already the UAE’s largest fitness network by revenue. We are now preparing to launch a wellness brand that closes the gap between the two. The market is full of homebuilders. What we are building at Arada is the foundation of how people live meaningful, healthy and happy lives. Akala, Between DIFC and Downtown Akala, the world’s first precision wellness environment, sits between DIFC and Downtown Dubai. It is a project that takes our community-building expertise and transforms it into something genuinely new, designing spaces that prioritise health, performance and longevity, backed by science and enhanced by nature. It tracks residents’ biometrics, creating a seamless blend of intention and intervention, and is the project I expect will define this era of our growth.

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Danube, with premium I t a li a n dolce vi t a furnishings, a first in Dubai, combined with our flexible 1 percent monthly payment plan.

8Bn Development Pipeline Our ongoing development pipeline is valued at approximately USD 8 billion, reflecting our long-term commitment to shaping Dubai’s future through landmark developments.

Three Names, One Legacy Five years from now, Greenz by Danube, Shahrukhz by Danube and Breez by Danube will stand as benchmarks for lifestylefo c u se d residential communities and iconic commercial developments.

Buyers Have Gone Global Today’s buyers are more global, seeking worldclass lifestyle, safety and security, flexible payment plans, premium living standards, long-term investment potential and global connectivity, everything that Dubai and Danube has to offer. Shahrukhz Redefines SZR Shahrukhz by Danube will redefine Sheikh Zayed Road with its iconic design and premium office spaces, as the first celebrity-named tower in the world, while Greenz by Danube, a fully furnished townhouse and villa community with Italian dolce vita interiors, will set a new benchmark for premium community living. Furnished Homes, 1% Plan One bold bet the market has not fully caught up with yet is offering fully furnished homes, i nc lu d i n g o u r vi ll a community Greenz by

RAPID FIRE A city outside the GCC whose development model inspires you? Manhattan in New York City, and Singapore. The riskiest decision you have made as a developer? Launching Danube Properties with the 1% monthly payment plan, one of my boldest decisions, transforming homeownership for thousands of buyers.

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Rizwan Sajan

Off-plan or ready: if you were a buyer today, which would you choose? Off-plan for long-term gains; ready for those seeking immediate rental income. Both have their advantages.

Founder & Chairman, Danube Group

Shahrukhz by Danube will redefine Sheikh Zayed Road as the first celebritynamed tower in the world.”

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Mohammad Albuty CEO, NHC

metres, delivering over 11,000 residential units alongside schools, healthcare centres, commercial areas and public parks spanning more than 1.3 million square metres. In Jeddah, our Jeddah Heights project adds a further USD 1.9 billion investment across 3.7 million square metres, with over 10,000 modern housing units and more than 400,000 square metres of facilities and green space. AI Partnerships In Shenzhen In June 2026, NHC Innovation, our digital and technology arm, signed three strategic partnerships with Huawei, Lenovo and ByteDance in Shenzhen, China, spanning artificial intelligence, data science, advanced data centres, knowledge transfer and smart city solutions. The agreements were signed during an official visit to China by the Minister of Municipalities and Housing, in my presence, and sat alongside six China agreements and housing projects worth more than USD 506 million awarded in Riyadh and Dammam.

NHC welcomes both local and international investors to join its mission to redefine real estate development and elevate the housing experience to new levels.”

$53Bn Portfolio, 17 Cities Established in 2016 to lead the Kingdom’s housing agenda, we are now expanding our investment portfolio beyond USD 53 billion, with developments spanning 25 urban destinations across 17 Saudi cities. In Jeddah alone, our investments stand at USD 13.9 billion, with the city set to host around 60,000 housing units, part of our strategy to provide affordable housing tailored to varying income levels for both first-time buyers and investors. Al-Fursan, Ahead Of Schedule In January 2026, we delivered the first phase of Al-Fursan, more than 2,000 residential units across the Nasaj, Saraya and Al-Athba projects northeast of Riyadh, completed ahead of schedule. Al-Fursan is set to become one of the Kingdom’s largest mixeduse housing developments, spanning more than 35 million square metres and eventually providing over 69,000 homes for more than 250,000 residents, alongside schools, mosques, parks and more than 400,000 trees. Al-Wareef, Makkah’s Largest Al-Wareef in Makkah is the largest urban development we have led, carrying an investment value of more than USD 2.4 billion across more than 10 million square

$16Bn For 2026 We have announced USD 16 billion in new housing and commercial investment opportunities for 2026, spanning real estate development, s u p p ly - c h a i n g r ow t h and sustainability-driven projects. Our ambition is to solidify our position as the region’s largest real estate developer, in step with Saudi Vision 2030, welcoming both local and international investors into that mission. A Decade At NHC, 26 In Real Estate I have led NHC as CEO since November 2016, the year of the company’s founding, bringing more than 26 years of experience across Saudi Arabia’s real estate sector, having previously served as Advisor to the Minister of Housing and as Vice President of Business Development at Taqnia Services. My mission is simple: to redefine real estate development and elevate the housing experience to new levels.

Commission for an integrated mixed-use city on Baghdad’s southwestern edge, covering a land bank of roughly 12.8 million square metres with projected cumulative sales of USD 18.8 billion, our most significant regional expansion to date. 20 To 40 Hotels We plan to nearly double our hotel portfolio over the next decade, from around 20 properties today to between 35 and 40, alongside a new entertainment p r oj e c t with Gulf investors, as the population across our developments approaches three million residents within 12 years. I believe continuous innovation, not scale for its own sake, is what will keep us competitive as customer expectations keep shifting. $110M Q1 Profit Our momentum shows in the numbers: Q1 2026 net profit rose 24 percent year on year to USD 110 million, on revenues up 39 percent to USD 262 million. I credit that growth to disciplined governance rather than individual decisionmaking, personally reviewing every major project and spending two days a week on site.

The real value of development is not reflected in the number of towers, hotels, or cities that are built, but in the positive impact they leave on communities.”

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Hisham Talaat Moustafa CEO & Managing Director, Talaat Moustafa Group

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The Spine, Egypt’s Cognitive City In April 2026, I unveiled The Spine, a USD 27 billion mixed-use city east of Cairo, developed with the National Bank of Egypt and backed by USD 1.4 billion in paid-up capital. Billed as Egypt and the Middle East’s first cognitive city, it is designed to run on artificial intelligence across its infrastructure and services. Baghdad, $18.8Bn Mega-City We have also secured an investment licence from Iraq’s National Investment

50 Years, One Family Vision Talaat Moustafa Group traces back more than 50 years to my father Eng. Talaat Moustafa’s o r i gi n a l construction enterprise, and today counts Madinaty, home to 400,000 residents, and Al Rehab City, home to 300,000, among our landmark communities across Egypt and, increasingly, Saudi Arabia. Asked where I would invest if starting over today, I would still name real estate and tourism, with Egypt and Saudi Arabia as the region’s most attractive long-term markets.

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every resort through pristine nature. Upon completion it will span nine resorts and more than 1,600 keys, welcoming no more than 500,000 visitors a year to protect the environment it sits within.

John Pagano

117,879 Tonnes Avoided, 2030 Target Sustainability is not incremental at Red Sea Global, it is structural. Independent verification from DNV confirmed the company avoided 117,879 tonnes of CO2 equivalent in 2024 alone, powered by more than 760,000 solar panels, a largescale battery storage facility and a growing electric fleet supported by 150 charging stations. Red Sea Global is targeting net-zero emissions across Scope 1 and 2 by 2030, and a 30 percent net conservation benefit to local ecosystems by 2040.

Group CEO, Red Sea Global Wat e r s h e d Ye a r, Two Destinations Live It has been a watershed year for Red Sea Global, with the opening of Shura Island and the company’s second destination, AMAALA. Shura Island’s first phase delivered resorts including SLS, EDITION and InterContinental alongside the company’s first residential handovers, while AMAALA opened at Triple Bay with resorts including Four Seasons and Six Senses. Red Sea Global invested USD 13.6 billion in AMAALA’s first phase alone, backed by a USD 1.73 billion green financing facility secured with Saudi banks in 2025. 120,000 Jobs, Five Michelin Keys The Red Sea and AMAALA together are creating 120,000 new jobs and, in AMAALA’s case alone, contributing an estimated USD 3 billion to GDP. In October 2025, five of the company’s resorts were awarded the Michelin Key in the guide’s first-ever global hotel selection, positioning regenerative tourism as a model that can uplift communities, earn global recognition and drive the economy all at once.

this year, the first completed residential community on Shura Island, with 87 percent of villas already sold. Buyers are increasingly Saudi families proud to be part of a destination redefining global luxury tourism, not just international investors, and they expect hospitality-led ownership, from concierge and property management to global loyalty benefits. AMAALA, Home For Wellness AMAALA is the project most changing how the region is experienced: an ultra-luxury coastal destination across three bays where the Hijaz Mountains meet the Red Sea, anchored by the Corallium marine life institute, an exclusive yacht club and a 5km Wellness Route linking

Regeneration Over Sustainability Sustainability has become part of the standard nomenclature of real estate, and the term is increasingly overused. Red Sea Global’s approach goes further, focusing on regeneration rather than simply avoiding further damage. The company caps visitor numbers to protect the environment it is building in, and measures success by the habitats it restores, including more than one million mangroves planted since 2023, not just the emissions it avoids. Its ambition is to prove that Vision 2030 can be built responsibly at giga-project scale.

Fo u r S ea s o n s R e s o r t a n d R e s i d e n c e s R e d S ea we l c o m e d f i r s t g u e s t s to S h u ra I s l a n d i n M ay 2 0 2 6 , p a r t o f R e d S ea G l o b a l ’s re g e n e ra t i ve to u r i s m v i s i o n , w i t h 1 1 2 ro o m s , 37 s u i te s a n d 3 1 re s i d e n c e s

Homeowners Arrive On Shura SLS The Red Sea Residences welcomed its first homeowners

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Abdulla Al Abdouli Group CEO, Marjan

Global Buyers, Institutional Money Our buyer profile has become increasingly international and sophisticated. We continue to see strong demand from Europe, the CIS region, Asia and the GCC, alongside growing interest from institutional investors. Buyers today are looking beyond a property purchase; they are investing in lifestyle, long-term value and destination quality, expecting integrated communities, branded residences, premium hospitality, commercial opportunities and strong infrastructure, all underpinned by confidence in Ras Al Khaimah’s long-term economic growth. RAK’s Financial District RAK Central will play a defining role in Ras Al Khaimah’s next chapter. Conceived as the emirate’s future financial and commercial district, it has been designed to attract regional headquarters, international businesses and investment while supporting long-term economic diversification. The vision was to create a globally competitive business destination that complements Ras Al Khaimah’s tourism success, delivering world-class Grade A offices, hospitality and commercial infrastructure within a connected mixeduse environment. Conviction, Not Compliance Sustainability is embedded across our development philosophy rather than treated as a standalone initiative. From internationally recognised certifications to futureready infrastructure and responsible design, environmental performance is considered throughout planning and delivery. At Marjan, this is driven by long-term conviction:

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85M Sq Ft, 22,000 Homes Marjan’s portfolio continues to expand across hospitality, residential and commercial real estate, reflecting Ras Al Khaimah’s growing appeal as a global investment destination. Our developments include Al Marjan Island, Marjan Beach and RAK Central, alongside a growing portfolio of hospitality assets. Marjan Beach alone spans 85 million square feet and will deliver 22,000 residential units and 12,000 hotel keys. At RAK Central, construction continues on RAK Central Square, which will provide 2.27 million square feet of Grade A office space across five buildings, targeted for completion in the fourth quarter of 2027.

The biggest opportunity shaping UAE real estate over the next decade? Creating complete destinations, not just real estate: communities that support long-term economic growth. What will define the next generation of destination development? A clear identity, strong infrastructure, and a focus on people, sustainability and smart planning. What legacy do you hope Marjan leaves for future generations? Not a legacy of our own, but the continued delivery of Ras Al Khaimah’s vision.

It’s no longer just about developing real estate. It’s about building communities that support long-term economic growth.”

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M a r j a n B ea c h : M a r j a n ’s n ew m i xe d - u s e c o a s ta l d e s t i n a t i o n , c o m b i n i n g b ea c h f ro n t re s i d e n c e s , h o s p i ta l i ty a n d l i f e s ty l e ex p e r i e n c e s .

Our focus isn’t on a legacy. It continues to deliver the ambitious vision of Ras Al Khaimah’s leadership.”

W y n n A l M a r j a n I s l a n d : A l a n d m a r k i n te g ra te d re s o r t s e t to f u r t h e r e l eva te R a s A l K h a i m a h ’s p o s i t i o n a s a g l o b a l to u r i s m d e s t i n a t i o n .

creating resilient, efficient and sustainable destinations is fundamental to delivering lasting value for residents, visitors, investors and future generations. Integrated Over Standalone Our biggest conviction is that integrated destinations will outperform standalone developments. Today’s investors and occupiers are looking for places where they can live, work, stay, invest and connect within one ecosystem. That philosophy underpins projects such as RAK Central and Marjan Beach. As Ras Al Khaimah continues its remarkable growth, we believe mixed-use destinations with world-class commercial, hospitality and lifestyle offerings will define the next generation of successful developments. Three Projects, One Journey I believe our legacy will be defined by the destinations we have created and the role they play in shaping Ras Al Khaimah’s future. Al Marjan Island, RAK Central and

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A l M a r j a n I s l a n d : M a r j a n ’s f l a g s h i p wa te r f ro n t d e s t i n a t i o n , b r i n g i n g to g e t h e r wo r l d c l a s s h o s p i ta l i ty, re s i d e n c e s , l e i s u re a n d e n te r ta i n m e n t .

Marjan Beach represent different chapters of a unified journey. Together, they demonstrate our ambition to create places that attract investment, support economic diversification, enhance quality of life and position Ras Al Khaimah among the region’s most compelling destinations.

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Naif Saleh AlRajhi Chairman and CEO, Naif AlRajhi Investment

Fairmont Ramla introduced a new mixed-use living concept to Riyadh, the world’s first standalone luxury serviced residence under the Fairmont brand.”

$5.7Bn GDV, No 2026 Handovers Our current portfolio has a Gross Development Value of approximately USD 5.7 billion. We are not delivering any units to market in 2026, as our recently completed projects have already been handed over. Our current developments remain under construction and are progressing as planned. Riyadh’s Changing Buyer The buyer profile in Riyadh has evolved significantly over the past two years. Alongside strong local demand, we are seeing growing interest from expatriates, international professionals and investors, supported by the Kingdom’s economic transformation and evolving ownership regulations. Preferences are changing too: younger professionals increasingly seek compact, welldesigned homes within integrated mixed-use destinations, while empty nesters are looking to downsize without compromising on quality, services or location. The same shift is evident in the office market, where companies prioritise environments offering connectivity, retail, hospitality and an enhanced employee experience. Ultimately, buyers and occupiers are looking beyond the asset itself; they are investing in a lifestyle, an experience and a destination. Fairmont Ramla, A New Concept One project that has meaningfully influenced both the skyline and character of its location is Fairmont Ramla, which opened in 2023. More than a luxury tower, it introduced a new mixed-use

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A n exc l u s i ve re s i d e n t i a l d e s t i n a t i o n i n t h e h ea r t o f A l K h u z a m a , o f f e r i n g e l eva te d l i v i n g i n o n e o f R i ya d h _ s m o s t p re s t i g i o u s n e i g h b o r h o o d s

DEVELOPERS

living concept to Riyadh and became the world’s first standalone luxury serviced residence under the Fairmont brand. The vision was to combine luxury living, hospitality and lifestyle experiences within a single vertical community. Designed by Nikken Sekkei, the tower draws inspiration from the Tuwaiq Mountains and the oasis tree, creating a distinctive architectural identity that transformed a prominent Riyadh location and introduced new standards for luxury mixed-use living in the Kingdom. Sustainability As Value Driver Sustainability is increasingly embedded in the way we approach development. Across our current projects we are incorporating design efficiency, resource optimisation, smart technologies, walkability and integrated environments that encourage people to live, work and connect within the same destination. The shift is driven by a combination of factors: regulatory frameworks are evolving, market expectations are rising, and investors, occupiers and hospitality operators are placing greater emphasis on sustainability. More importantly, we see it as a long-term value driver that contributes to more resilient assets, enhanced quality of life, and communities that are more connected, accessible and pedestrian-friendly. Ownership Over Development One bold bet we are making is that long-term value will increasingly be created through

ownership and operation, not development alone. While much of the industry focuses on development alone, we continue to strengthen our capabilities across the entire value chain, from fund structuring and investment management to development, asset management and operations. Our conviction is that the greatest opportunities will belong to those who can shape, operate and grow assets over time, not simply deliver them. 290,000 Sqm At King Salman Park Our legacy project will likely be our mixed-use development in King Salman Park’s Package 1, District 2. Spanning approximately 290,000 square metres, the project brings together residential, retail, offices, hospitality, education and community facilities within a single destination connected to one of the world’s largest urban parks. The vision is to create a destination that combines the energy of urban living with the tranquillity of park life, offering residents and visitors the opportunity to enjoy the privileges of both within a single integrated community. More than a development, it represents our vision for the future of urban living in Riyadh.

“Buyers and occupiers are looking beyond the asset itself. They are investing in a lifestyle, an experience, and a destination.”

A v i b ra n t m i xe d - u s e d e s t i n a t i o n d e s i g n e d to f o s te r c o n n e c te d u r b a n l i v i n g t h ro u g h a n i n te g ra te d m i x o f re s i d e n c e s , h o s p i ta l i ty, re ta i l , a n d o f f i c e s

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reflects our long-term investment philosophy: the discipline to stay close to residents and partners as the community matures.

Naguib Sawiris

A New Benchmark For Coastal Living BAYN was conceived to establish a new benchmark for coastal living in Ghantoot, an integrated master-planned destination bringing together residential, hospitality, leisure and essential c o m m u ni ty i n fra st r u c t u re within a connected ecosystem. Positioned strategically between Dubai and Abu Dhabi, the vision is built around the 15-minute city principle, so residents can walk or cycle to schools, healthcare, retail, dining and cultural destinations through an interconnected network of parks and green spaces. For Ghantoot, BAYN transforms underutilised coastal land into a vibrant, yearround destination that creates jobs, attracts investment and demonstrates that sustainability, liveability and economic growth are not competing priorities.

Chairman & CEO, ORA Developers

We’re elevating one of the last undeveloped coastlines on the Arabian Gulf to enhance its quality of living. That’s the legacy, not the number of residents or the revenue.”

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AED 24Bn, Eight Years, One Masterplan The development works for BAYN are estimated at approximately AED 24 billion, a figure that reflects the depth of infrastructure, amenities, public realm and quality standards being embedded into the destination from day one. Rather than rushing to completion, BAYN’s masterplan follows a progressive, phased approach over eight years, a deliberate strategy aligned with how communities actually grow. As the population grows, schools, healthcare, public spaces, retail, dining and cultural venues are introduced in step with real demand, so infrastructure shapes the community rather than chasing it. It

Built Around Estidama And Blue Flag Sustainability sits at the foundation of the masterplan across BAYN, designed around the Estidama framework, with every phase prioritising resource efficiency, climate resilience and long-term liveability. That shows up in Blue Flag certified waterfronts, renewable energy integration, a landscapefirst masterplan built around extensive green spaces and walkable neighbourhoods, inclusive community planning, and smart water and waste management that supports a circular, resource-efficient community. Coastline First, Everything Else Radiates Out At BAYN, we’re betting on a waterfront community where the marina, lagoons and natural coastline form the connective

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O ve ra l l M a s te r p l a n 1

heart of the development, with everything else radiating from them. That isn’t how much of the real estate market thinks today, where the focus is often on maximising every square metre and extracting value quickly. At BAYN, we’re preserving 55% of the development as open space, because we believe the coastline itself holds a value that can’t be measured solely through unit sales. By designing schools, wellness facilities, hospitality and residences around that core waterfront, we’re proving that sustainable development and commercial viability can work together, not compete.

footsteps from a pristine beach, a 204-berth marina, a five-star resort, schools, medical facilities and commercial spaces, all within a 15-minute radius, while keeping the natural character of Ghantoot intact. In five years, BAYN will stand as evidence that designing a community around residents’ needs creates stronger communities and more resilient long-term returns.

Undoubtedly, BAYN Five years from now, our legacy project will undoubtedly be BAYN, not because it’s the biggest development in Ghantoot, but because of the coastline we chose to build it on and the care we’re putting into doing that well. BAYN harmonises residential and resort living, with every home

We’re building a new city with the coastline of the Emirates at its heart.”

RAPID FIRE

The development that first made you fall in love with real estate? Grenada. I fell in love with Grenada, and that’s how I fell in love with real estate, its ever-changing skies, the blue waters, the beachfront community and mountains, but mostly its people. A city outside the GCC whose development model inspires you? Mykonos, in Greece. Developed spaces work best when they’re connected to their inherent identity, the natural spaces, the culture, how people live. That’s embedded in everything we build now. The riskiest decision you have made as a developer? Pioneering Eighteen in Islamabad, a $2 billion fully-built master-planned community in a market dominated by unbuilt plots. It was an immense execution risk, but it validated our vision and set a new luxury benchmark for the region. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan can be smart if you trust the developer to deliver. At BAYN, three years in, we’re hitting every commitment and milestone, and that consistency is what matters most. What would you build if money were no object? For ORA, money is never the primary driver. I want to build communities across the Mediterranean and the Gulf where the waterfront is the heart, not an afterthought, exactly how BAYN is.

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Burj Azizi, set for completion by 2 0 2 8 , will rise 725 m e t re s a c ro s s 1 3 1 + s to rey s , blending re s i d e n t i a l , h o te l , re ta i l a n d e n te r ta i n m e n t spaces, a n c h o re d by a n u lt ra - l u xu ry mall home to to p h i g h e n d fa s h i o n b ra n d s

AED 146Bn, 22 Projects In 2026 Our Gross Development Value stands at approximately AED 146 billion across the active portfolio, built on delivery: Azizi Riviera in MBR City, now complete; Azizi Venice in Dubai South, our lagoon-centric master community; Azizi Milan on Mohammed Bin Zayed Road; and Burj Azizi on Sheikh Zayed Road, among a deep pipeline across the city. In 2026, we’ll deliver 22 projects and hand over around 5,000 units.

We build to give, not to sell. The bet is simple: developments that enrich the city are the ones that endure.”

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Europeans Are The Defining Shift Our core remains firmly GCC, which has stayed loyal and active. The defining shift is the surge of European and Western buyers, from the UK, Germany, France and North America, drawn by safety, climate, infrastructure, a tax-free regime and quality of life. Many arrive as investors and stay as residents; Dubai is no longer an emerging story to hedge on, it’s the world’s most desirable city to live and invest in. 725 Metres, 24 Million Square Feet Two projects, in very different ways. Burj Azizi will rise 725 metres on Sheikh Zayed Road as the world’s second tallest tower, a freehold address on Dubai’s principal artery. Azizi Venice is turning 24 million square feet into a lagoon-centric community with its own culture and arts district. The conviction behind both is identical: prime land, uncompromising execution, a lasting contribution to the city. Beyond Regulation, Into Conviction Sustainability runs across every project, driven by regulation and conviction alike. We align with Dubai’s Net-Zero Carbon Emissions Strategy 2050 and routinely exceed it, designing for nearzero environmental impact and energy-efficient buildings, with a vertically integrated model that cuts waste from manufacturing to installation. It’s no longer a differentiator; it’s what the market demands. Building To Give, Not To Sell We’re not building simply to sell. Burj Azizi is our tribute to Dubai; within Azizi Venice, we’re gifting the WWW.CBNME.COM

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a beacon of contemporary design in one of Riyadh’s most sought-after locations, and OSUS Green Tower, our sustainability-led commercial flagship, which won Best Concept at the Design Middle East Awards.

city a landmark opera house at the heart of a cultural district, a wager that the developments enriching a city are the ones that last. A Dubai-Born Brand Gone Global The effortless answer is Burj Azizi, the world’s second tallest tower. But our legacy runs deeper than a single skyline; it’s the scale and completeness of our communities, each a world of its own. Within five years, the Azizi name will reach across continents, a Dubai-born brand gone global.

RAPID FIRE The development that first made you fall in love with real estate? Dubai itself. Watching a stretch of desert transform into a global metropolis, Downtown rising, districts coming to life, showed me how visionary master planning can reshape a landscape. A city outside the GCC whose development model inspires you? European cities in general, London’s heritage, Frankfurt’s order, Switzerland’s natural beauty. Each balances liveability, design and identity. The riskiest decision you have made as a developer? Acquiring mega-scale land banks and pushing round-the-clock construction through market uncertainty, while others stayed conservative. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, without hesitation. In a prime location with a reliable developer, it’s the best vehicle for capital appreciation. What would you build if money were no object? A self-sustained, off-grid, nature-centric community, running on solar and rainwater, growing its own food, open-sourced so anyone could copy the blueprint.

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A Group, Not Just A Developer In September 2025, we restructured from a traditional developer into a fully integrated real estate group built on three entities: OSUS Development, OSUS Investments and OSUS P ro p e r ty M a na ge me n t , aligned with our signature “10-minute city” vision. The model connects creative thinking, smart technology, sustainability and lifestyledriven design into one ecosystem, built around shaping cities, not simply constructing buildings within them.

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Abdullah Almajed Chairman and Founder, OSUS 3,567 Delivered, 4,940 Underway As of February 2026, we’ve delivered 3,567 residential units in Riyadh, with a further 4,940 under construction. That pipeline includes OSUS Eye, a 180,000 square metre mixed-use destination anchored by a Hilton Garden Inn and Curio Collection by Hilton-branded residences; OSUS Al Marja, a premium residential enclave in northeast Riyadh; and our newly unveiled OSUS Makan and OSUS Prime projects in North Riyadh’s Al-Malqa and Al-Qairawan districts. OSUS Eye, A Cultural Landmark OSUS Eye is our most defining project to date, a monumental mixed-use development designed to become a visual and cultural landmark in Riyadh’s urban fabric, backed by more than USD 533 million in investment. In February 2025, we partnered with Hilton to bring world-class hospitality to the project. It sits alongside The 25,

USD 267M At Cityscape, And Rising In November 2025, we surpassed USD 267 million in total transactions at Cityscape Global, one of the standout results of that year’s exhibition. We’ve also expanded into Makkah, committing more than USD 267 million to three residential towers within the Masar destination. In May 2026, Forbes Middle East named me among its Most Impactful Real Estate Leaders in the Middle East, recognition of nearly two decades spent building OSUS, since founding it in 2006, into one of Saudi Arabia’s most influential private developers.

OSUS has envisioned real estate differently, not just constructing buildings, but shaping the cities of tomorrow.”

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The real luxury is not what you see on day one. It’s what works quietly for you every day after.”

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Yousuf Fakhruddin CEO & Managing Partner, Fakhruddin Properties $120M Invested, Wellness-Led Portfolio We have invested more than USD 120 million in wellnessled living since founding Fakhruddin Properties in 2003, building on our family’s trading legacy in Dubai since 1963. In 2026 we hand over Hatimi Residences, our waterfront development on Dubai Islands, while continuing construction across Tréppan Living Privé, Tréppan Serenique, Tréppan Tower and Maimoon Gardens, all under our Tréppan Living standard. Buyers Want Systems, Not Amenities Buyers are no longer satisfied with a wellness amenity bolted onto a building. They are asking what the air, water and energy systems inside their home actually do for them, every day, not just on launch day. That shift is why we engineered air purification, water quality and energy performance into Tréppan Living as building standards rather than premium add-ons. Tréppan Living Privé, Dubai Islands Tréppan Living Privé is the most refined expression of our philosophy to date: a 15-storey, fully serviced wellness residence on Dubai Islands with more than 46 curated amenities, AI-enabled smart homes and resort-grade hospitality across 65 residences. Alongside it, Tréppan Serenique and Hatimi Residences bring the same standard to Dubai Islands’ waterfront, while Tréppan Tower carries it into Jumeirah Village Triangle and Maimoon Gardens into Jumeirah Village Circle. Each is designed to change how its community is experienced, not just how it looks. 30 To 40% Efficiency, Built In Sustainability is not a reporting requirement for us, it is a moral position. Every Tréppan Living home delivers measurable 30 to 40 percent energy efficiency

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improvements alongside green building practices, sustainable sourcing and biodiversity-conscious landscaping, applied from site selection through to post-handover management, not layered on afterwards. Wellness As Infrastructure Our bold bet is HomeSoul, the AI-powered smart home application at the heart of every Tréppan Living residence, giving residents realtime control over air quality, water purity, temperature and energy use, learning how they actually live over time. It sits alongside NASA-grade air purification, alkaline ionised water systems, cryotherapy, red light therapy and hyperbaric chambers as standard, not optional, building features. I was among the earliest real estate leaders in the region to argue that wellness should be designed into a home rather than sold as a premium extra, and HomeSoul is the clearest expression of that belief: technology that should be invisible, intuitive and genuinely lifeimproving. From Trading House To Global Developer Five years from now, our legacy will be the three-pillar standard we set: wellness as infrastructure, technology in service of human experience, and sustainability as responsibility. What began as Fakhruddin General Trading in 1963 is now a developer present across the UAE, the United Kingdom and Uganda, recognised by Forbes Middle East as one of the region’s Most Impactful Real Estate Leaders in 2024 and 2025 and by Construction Week’s Power 150 in 2026. I want Tréppan Living to be remembered as the concept that changed what the wider industry expects a home to do.

A home should give you back more health than it takes from you.”

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Imran Farooq CEO, Samana Developers

AED 21Bn, 20 Deliveries In 18 Months Our portfolio’s Gross Development Value has surpassed AED 21 billion, value we’ve built entirely around construction milestones and project deliveries. We currently have 42 real estate projects in various stages of development, ranked 7th by the Dubai Land Department by total units sold. We’re delivering thousands of units to market in 2026 across key Dubai communities such as JVC, Arjan, Majan, Studio City and Dubai

Islands. We’ve already delivered two projects this year, and we’re planning 20 project deliveries over the next 18 months.

Resort Living, Not Just Real Estate We see a global demographic of expatriates and investors seeking everyday vacation experiences at accessible price points. Rather than basic facilities, buyers now demand comprehensive resort-style living. They expect developments featuring 30+ amenities, ensuring their everyday residential experience mirrors a premium five-star luxury resort. We promote Samana projects in more than 55 countries, and roughly 70% of our sales come from Fro m ro o f to p re t rea t s to l a n d s c a p e d l e i s u re s p a c e s , S A M A N A S o u t h H ave n i s c ra f te d to e n r i c h eve ry m o m e n t o f d a i l y l i f e around 20 of them. Democratising Waterfront Luxury Samana Ocean Pearl 1, Ocean Pearl 2 and Ocean Crest on Dubai Islands, our most recent launches, will profoundly influence the community fabric around them. The founding vision

Eighty-five per cent of our stock typically sells out within 48 hours of launch. That tells you demand is far outpacing supply.”

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was simply to democratise waterfront luxury: taking our signature concept of private plunge pools and resort-centric amenities and integrating it into an island setting, completely transforming how middle-class investors access and experience premium beachfront real estate. It sits alongside a broader diversification, this year we launched our first commercial office tower, Samana Barari Avenue, and have a hotel and several retail projects in the pipeline too. Affordable Luxury, Without The Footprint We incorporate sustainability by design into all of our 2026 pipeline, driven primarily by conviction, though modern buyer demand strongly reinforces it. To sustainably deliver thousands of private pools across our portfolio, we’ve had to innovate with energy-efficient water recycling, modular construction elements and smart-home cooling systems. It’s our conviction that affordable luxury must not burden the environment, even as we scale to

meet a market where population is growing 12 to 13% a year and rents keep climbing regardless. Betting On Backward Integration Our boldest bet is our complete reliance on backward integration. We’ve committed an initial AED 150 million to a new in-house contracting business, on top of our in-house design unit, and we’re in the final stages of forming a strategic joint venture with two existing contractors that will work exclusively on our projects. We use that in-house construction arm as the backbone for Samana’s endto-end quality and timely delivery. This operational independence bypasses standard industry bottlenecks to guarantee swift and secure project completion for every buyer. The Best Is Yet To Come Every launch has raised the benchmark. The next one

will redefine it: a timeless expression of luxury, crafted with purpose, designed to endure, and created for those who expect nothing but the exceptional. No previews, no promises, just the confidence that the best from Samana is yet to come.

By investing in-house capabilities, be it our in-house design unit or the new contracting company, we’re taking control of resources to maintain our reputation for on-time delivery.”

S A M A N A B a ra r i Vi ew s b r i n g s to g e t h e r l u xu ry, we l l n e s s a n d n a t u re

RAPID FIRE The development that first made you fall in love with real estate? The Burj Al Arab; it proved to the world that impossible architecture could define an entire city. A city outside the GCC whose development model inspires you? Singapore, specifically for its seamless integration of high-density urban living and lush, sustainable greenery. The riskiest decision you have made as a developer? Scaling exponentially to launch over 16 distinct projects in a single calendar year to capture explosive market demand. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, unequivocally, the early-entry capital appreciation and flexible payment structures remain completely unmatched in Dubai. What would you build if money were no object? A fully self-sustaining, carbon-negative floating city that pushes the boundaries of human habitat and marine integration.

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Khalid Bin Hassan Al-Gahtani Chairman, RIKAZ

13 Million Sqm Of Logistics Alone We’re developing 13 million square metres of warehousing, logistics and distribution space across Saudi Arabia, anchored by The Node, a 3 million square metre logistics park in eastern Riyadh developed in partnership with Arcapita. Headquartered in Khobar and building in the Kingdom since 1997, our portfolio spans residential, commercial, hospitality, logistics and, increasingly, education, from Downtown RIKAZ and Eshbiliyah to the Holiday Inn on King Fahd Road and Al-Qanadeel in Makkah. USD 586M In The Heart Of Makkah Our East Hindawiyah project, a USD 586 million mixeduse development just 1.8 kilometres from Al-Masjid Al-Haram, will reshape one of Makkah’s most significant districts. Delivered through a consortium with Aljada First Development Company and AlMajdiah Real Estate Company under the Royal Commission for Makkah City and Holy Sites, the 235,000 square metre scheme brings residential, commercial, office and hospitality space to a neighbourhood once defined by informal housing. Construction begins within 12 months, with delivery targeted within 24 months. Logistics And Education, Beyond Real Estate Our boldest bet right now is diversifying beyond conventional development. Recent regional disruption to supply chains has sharpened investor interest in logistics, an asset class that might not be the most attractive on paper, but its importance to the economy is well proven. We’re also entering education through a new investment fund with First Avenue Real Estate Development Company, AlMajdiah and SNB Capital, to develop and renovate schools in a sector historically dominated by the public sector. An IPO remains on the table, though we’re in no rush; we’ll move when the market and our long-term read of it align. A Long-Term Bet On The Holy City Five years from now, our legacy will be measured by our long-term commitment to Makkah, not just East Hindawiyah, but the further projects we intend to pick up in the city, alongside a roughly $600 million logistics site on its outskirts, set to begin construction soon for delivery by 2028. This is a long-term investment, not a single scheme, in a city that continues to attract transformative projects and strategic partnerships befitting its stature.

Makkah continues to attract transformative projects and strategic partnerships that reinforce its position as a global destination for investment and development. We are looking forward to seeing this vision become a reality, one that befits the stature of the Holy City.”

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Ben Nitin Ezhil Chief Development Officer, LMD UAE

Impact Over Scale We don’t disclose portfolio valuation or delivery volumes; scale alone has never measured significance at LMD. Impact is the more meaningful metric. Our pipeline represents a multi-billion-dirham portfolio, with thousands of residences delivered across strategically selected locations in 2026, each built with purpose rather than added simply to grow the count.

The Pier, A New Waterfront The Pier Residences at Dubai Maritime City is our most meaningful current project, not simply as a flagship, but for what it represents: our belief in this waterfront district’s transformation into one of Dubai’s most vibrant mixed-use destinations. Years from now, I believe it will have shaped that community’s identity. Sustainability From Day One We don’t attach a percentage to our pipeline, but sustainability is embedded from planning through to operations, not added at the end. Regulation and buyer awareness have moved the industry forward, but our

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Identifying tomorrow’s destination before it becomes obvious is where the greatest value is created.”

conviction is simpler: well-designed, resource-efficient buildings are better buildings, for residents, investors and the cities we help shape. Disciplined Over Aggressive Our boldest bet is believing disciplined development will outperform aggressive expansion. In a market that rewards speed, we focus equally on timing and long-term relevance, backing locations before they reach their full potential rather than chasing what is already obvious. Legacy, Yet To Come You will see that very soon.

The development that first made you fall in love with real estate? Palm Jumeirah, proof bold ideas become reality.

RAPID FIRE

Global Buyers, Higher Bar Our buyer profile has broadened considerably over the past two years: strong regional demand now sits alongside a growing mix of buyers from Europe, the CIS, South Asia and Southeast Asia, many choosing to live here rather than simply invest. That shift has raised expectations toward thoughtfully designed communities, wellness, connectivity and long-term value, a positive change for the whole industry.

A city outside the GCC whose development model inspires you? Singapore, proof great cities are planned, not built. The riskiest decision you have made as a developer? Backing conviction over market sentiment. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, always investing in tomorrow’s value. What would you build if money were no object? A city people never want to leave.

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DEVELOPERS

Ali Al Kuwari

CEO, Msheireb Properties

100+ Buildings, Occupancy Above 95% We don’t disclose our GDV publicly. Msheireb Downtown Doha spans over 100 buildings across residential, commercial, retail, hospitality and cultural assets, with occupancy consistently above 95%, and 2026 additions favouring mixed-use and cultural destinations over unit count. Walkability Over Square Footage Our tenant and resident base has become markedly more international and d e si gn - li t e ra t e . P e o p l e increasingly choose the city not for square footage, but for walkability, cultural access and sustainability credentials, demands that barely featured in property conversations two years ago. A Heart Regenerated, Not Erased Msheireb Downtown Doha itself remains our flagship. Its founding vision, championed by Her Highness Sheikha Moza bint Nasser, was to regenerate Doha’s historic heart without erasing it, proving heritage and modern urban life could share the same street. Certified LEED, By Conviction Effectively all of our 2026 pipeline carries sustainability or net-zero commitments. Every asset is already LEED

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A Downtown Built, Not Rendered Our boldest bet is that a fully realised downtown, not a masterplan render, is the strongest proof of concept there is. We built the first sustainable downtown regeneration project from the ground up rather than announcing one; most of the market is still deciding whether to try. Doha Design District, The Next Chapter Msheireb Downtown Doha will still be the answer, but a different chapter of it: Doha Design District maturing into a genuine creative economy hub. That’s our next chapter.

We built the first sustainable downtown regeneration project from the ground up rather than announcing one; most of the market is still deciding whether to try.”

The development that first made you fall in love with real estate? Msheireb Downtown Doha itself, watching a historic neighbourhood become a living city again.

RAPID FIRE

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Gold or Platinum certified, and our decarbonisation strategy with Cundall, Qatar’s first at this scale, targets Scope 1, 2 and 3 emissions. This is convictionled, not regulation-led.

A city outside the GCC whose development model inspires you? Singapore, proof that density and liveability aren’t opposites. The riskiest decision you have made as a developer? Committing to full LEED certification across 100+ buildings before it was standard practice. Off-plan or ready: if you were a buyer today, which would you choose? Ready, always. I’d rather buy what a city has already proven. What would you build if money were no object? A second Msheireb Downtown Doha, somewhere the world least expects heritage-led regeneration to work.

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Talal M. Al Gaddah CEO and Founder, Keturah

Conviction, Not Regulation, Behind Our Sustainability We’re advancing a new approach to sustainable residential development across our two landmark communities, Keturah Reserve in Mohammed Bin Rashid City and The RitzCarlton Residences at Keturah Resort. It’s conviction driving that, not a regulatory checklist, shaping how each community is planned through to how residents actually live in it. B e tt i n g T h at We ll n e s s Becomes The New Baseline Wellness is the new baseline for how homes are designed and built, and we’re already putting this into practice as global demand grows for healthier living environments, rather than treating it as a premium add-on. That shift now presents an opportunity

for the wider industry to work together on homes and communities that proactively support longterm health, not just react to it. Keturah Reserve: 540 Homes Built Around Bio Living There will be more than one project that defines this era, but Keturah Reserve, conceived around

our Bio Living concept, may come to mind first. It’s a 540-home development of low-rise apartments, townhouses and villas designed around nature, natural light and the science of daily wellbeing, a community residents feel proud to call home and stay connected to over time.

It’s our conviction to embed sustainability, environmental responsibility and human wellbeing across each of our communities, from initial planning through to long-term resident experience.

The development that first made you fall in love with real estate? Seeing how thoughtful design, quality and innovation can shape the way people live.

RAPID FIRE

The Ritz-Carlton Residences: 12 Mansions, A Private Marina The Ritz-Carlton Residences at Keturah Resort embraces our brand’s mission to bring architecture, nature, hospitality and lifestyle together. Its site on Dubai Creek, adjacent to the Ras Al Khor Wildlife Sanctuary, shaped the entire masterplan: 12 Creek-side mansions of 42,000 sq ft, eight residential buildings with 193 apartments, a five-star Ritz-Carlton boutique hotel, a standalone wellness centre and a private marina with moorings for yachts up to 120 feet.

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A city outside the GCC whose development model inspires you? Nothing inspires me more than Dubai itself, its vision and long-term planning. The riskiest decision you have made as a developer? We don’t take unnecessary risks, only bold ones that create lasting value. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, to be part of the journey when the vision is clear. What would you build if money were no object? A place where people live closer to nature, with generous open space and wellness at its core.

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Our bold bet is that the future of premium urban living is not defined by the apartment alone, but by the complete lifestyle ecosystem around it.”

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Israr Liaqat Group CEO, Select Group

AED 35.2Bn Portfolio, 3,700 Units In 2026 Our combined portfolio has a Gross Development Value exceeding AED 35.2 billion, spanning more than 24.7 million square feet of residential, commercial, hospitality and mixed-use development across the UAE, the UK and Europe. Since our founding in 2002, we’ve delivered more than 10,000 homes, with over 5,000 units currently under construction, and we’re delivering over 3,700 units in 2026, including the final phases of Peninsula in Business Bay. Scale is important, but it’s never been the only measure of success; what matters is disciplined growth and creating developments that hold long-term value. Buying Into A Complete Ecosystem The buyer profile in Dubai has become more global, more insightful and more enduser driven over the last two years. We’re seeing strong demand from international professionals, entrepreneurs, executives and

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long-term investors choosing Dubai not only as an investment market, but as a place to live and build a future. Buyers are evaluating the complete ecosystem around the home, prime locations, larger layouts, wellness-led amenities, branded service and a genuine sense of community, and they’re more selective about the developer behind the project than in a purely speculative market. The World’s Tallest Residential Tower Six Senses Residences Dubai Marina is set to become the world’s tallest residential tower on completion, a vertical wellness destination bringing together branded residential expertise, biophilic design, longevityfocused amenities and an extraordinary address. Artistry Residences in Dubai Design District brings that philosophy into one of Dubai’s most creative neighbourhoods, built for design-conscious residents with wellness, co-working and family spaces integrated vertically throughout the building. Peninsula in Business Bay has transformed

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DEVELOPERS

a waterfront plot into Business Bay’s first walkable waterfront community, bringing together residences, retail, leisure spaces and public realm. Conviction Before Compliance Sustainability is being addressed through location selection, design efficiency, material choices, energyconscious systems and communities that reduce residents’ need to travel elsewhere for everyday wellness and leisure. In our branded residence portfolio, particularly with Six Senses, sustainability and wellbeing are central to the design philosophy rather than a compliance exercise. The driver is a combination of regulation, market demand and conviction, but conviction comes first.

RAPID FIRE

The Lifestyle Ecosystem, Not Just The Apartment Our bold bet is that the future of premium urban living is not defined by the apartment alone, but by the complete lifestyle ecosystem around it. Select Group has been investing in that idea for more than two decades, integrating professional-

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S i x S e n s e s R e s i d e n c e s D u b a i M a r i n a b l e n d s h o l i s t i c we l l n e s s , s u s ta i n a b l e d e s i g n a n d exc e p t i o n a l c ra f t s m a n s h i p to c rea te a l a n d m a r k re s i d e n t i a l d e s t i n a t i o n

grade gyms, swimming pools, sports courts, co-working spaces and children’s facilities long before wellness became a dominant industry theme. The real opportunity is still ahead: creating vertical communities that combine city convenience with resort-level lifestyle. Six Senses, And What Comes Next Five years from now, I believe Six Senses Residences Dubai Marina will stand as one of the defining

projects of this era for Select Group, the most ambitious expression of our belief in wellness-led, lifestyle-focused high-rise living. Our legacy won’t be defined by one project alone though; we have upcoming projects that will shape a new skyline, staying true to the vision of our Founder and Chairman, Mr Rahail Aslam, and continuing to contribute to Dubai’s evolution as one of the world’s most dynamic cities.

The greatest risk is often having the discipline to say no.”

The development that first made you fall in love with real estate? Yas Island, for showing how vision, infrastructure, entertainment, hospitality and residential living can come together as one destination. A city outside the GCC whose development model inspires you? London, for the way it balances heritage, global capital, placemaking and long-term asset value. The riskiest decision you have made as a developer? Staying selective when the market rewards speed; the greatest risk is often having the discipline to say no. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, with the right developer and location, because that’s where long-term value is created. What would you build if money were no object? A fully integrated waterfront wellness district bringing homes, hospitality, healthcare, nature, sport and community into one destination.

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“Without a doubt, any major economic transformation across sectors has to be accompanied by a significant rise in the real estate and development sector. This is exactly what we’ve seen since the launch of Vision 2030.”

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Eng. Mohammed Al Othman

CEO, KADEN

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16 Destinations, 3.5 Million Square Metres With more than 20 years in real estate development, investment and corporate transformation, including roles at the Saudi Authority for Industrial Cities and Bank Albilad before joining KADEN as General Manager in 2016 and CEO in 2024, our portfolio today spans 16 major developments across more than 3.5 million square metres of commercial, mixed-use, logistics, retail and lifestyle destinations in key cities throughout the Kingdom. Any major economic transformation across sectors has to be accompanied by a significant rise in real estate and development, and that’s exactly what we’ve seen since the launch of Vision 2030. Over the past three to four years, we’ve witnessed a strong real estate boom, and we believe this momentum will continue across tourism, commercial and industrial asset classes alike. The boom has also brought many major developers into the market, which naturally raises the bar and creates a need for more diverse offerings, strengthening our governance, operational performance, customer experience and stakeholder engagement as we adopt international best practices and accelerate expansion across the Kingdom. Jeddah Front, A Million Square Metres Under Construction Riyadh Front, our first City Within City destination, proved the model, now rebranded Roshn Front under new ownership, and inspired what we call The Front, a destination-led concept integrating five or more asset classes within a single master-planned community where people can live, work, shop, stay and socialise. We’re building on that with Jeddah Front, currently under construction on a one-millionsquare-metre site, and expanding The Front brand into multiple Saudi cities, each

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DEVELOPERS

planned around Quality of Life and 5-Minute Safe Walk City principles that promote walkability, connectivity and vibrant public spaces. More than real estate, these destinations serve as catalysts for investment, e m p l oy me n t , t o u r i s m , economic diversification and community development, supporting the Kingdom’s urban transformation.

J e d d a h Fro n t r i s e s a c ro s s a 1 ,0 0 0,0 0 0 s q m m a s te r p l a n i n t h e h ea r t o f A b h u r, n o r t h o f J e d d a h , ove r l o o k i n g M a d i n a h R o a d a n d s h a p e d by t h e v i s i o n o f S a u d i A ra b i a _ s 2 03 0 d eve l o p m e n t p l a n , ta rg e te d f o r c o m p l e t i o n i n 2 0 2 7

Logistics Cities, Not Warehouses Our Logistics Park concept integrates four or more complementary components, Grade-A mega warehouses, open storage yards, labour accommodation, commercial facilities and truck parking, within secure gated logistics cities rather than delivering conventional standalone warehouses. By bringing together multiple logistics solutions within one integrated ecosystem, it’s a fully fledged logistics community that reduces operational costs and improves supply chain efficiency and operational performance for manufacturers, logistics operators and e-commerce businesses, strengthening Saudi Arabia’s position as a regional and global logistics hub in line with Vision 2030. The Fourth Dimension Our boldest bet is that real estate should go beyond physical buildings to deliver meaningful human experiences, what we call the Fourth Dimension, a philosophy that transforms projects into destinations where people can work, live, visit, connect and create lasting memories. Every development is designed to engage people emotionally through architecture, placemaking, public spaces and customer experience, embedding innovation with integrity so each destination delivers sustainable commercial performance and longterm value rather than simply occupying space. In 2026, I was honoured to receive the Lifetime Achievement Award at the Construction Innovation Awards Saudi Arabia, recognition of our leadership in advancing innovation, excellence and sustainable development across the Kingdom’s real estate industry.

and symbolism of a project while changing its private uses rather than erasing its identity. We’re retaining the essence of the original name, changed from Euro to Riya to reflect the city, preserving the external character, particularly

the outer fence and façade, and honouring the spirit of the original destination while completely reworking the interior into contemporary offices, retail, dining and entertainment experiences.

When visitors come to Riya Marché after completion, they will feel the soul and memory of the original Euro Marché, but expressed through a contemporary design language.”

Riya Marché, Where Memory Meets Modernity Five years from now, I believe Riya Marché will be one of our defining legacy projects. Formerly Euro Marché, one of Riyadh’s oldest and most iconic shopping centres since around 1980, a true destination for the city’s residents of that time, we’re redeveloping it through adaptive reuse, preserving the identity R i ya m a rc h e 4 0, 8 1 1 s q m re d e f i n i n g R i ya d h ’s c o m m e rc i a l h ea r t , a m i xe d u s e d e s t i n a t i o n b u i lt f o r b u s i n e s s e s o f eve ry s i z e

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Ajay Bhatia

Our legacy will not be measured simply by the skylines we shape, but by the communities we create, the trust we build and the enduring contribution we make to Dubai’s continued growth as one of the world’s most dynamic cities.”

Founder and CEO, SOL Properties

AED 7.03Bn, Over 1,100 Units Our active pipeline carries a combined Gross Development Value of approximately AED 7.03 billion, spanning branded residences, ultraluxury communities, wellness-led mixed-use developments and Grade A++ offices across Dubai. Flagship projects include Fairmont Residences Solara Tower (AED 2.7bn), SOL LUXE (AED 2.5bn), SOL LEVANTE (AED 1.1bn), SOL TERRA GARDENS (AED 380m) and SOL TERRA CASA (AED 350m), together delivering over 1,100 residential units and 120+ Grade A++ office units. Backed by the Bhatia Group’s 50-year construction legacy, our focus has always been enduring value over growth for its own sake. From Investment To Quality Of Life Two years ago, investment was the primary driver; today we see far more discerning end-users alongside sophisticated global investors seeking long-term value. Buyers increasingly come from the UAE, GCC, UK, Europe, India, China and the CIS, and expect wellnessfocused communities, branded living and hospitality-inspired service. They’re investing in quality of life as much as property. SOL LUXE, A Complete Ecosystem SOL LUXE, our AED 2.5 billion landmark on Sheikh Zayed Road, best represents our ambition: premium residences, Grade A++ offices and lifestyle retail within a wellness-driven environment. SOL LEVANTE is transforming Jumeirah

Village Triangle with one of Dubai’s first large-scale wellness communities, built around 50,000 sq ft of curated amenities. Wellness As Conviction, Not Compliance Our pipeline is built around sustainability, high-performance envelopes, energy-efficient systems and, through Bhatia Power, our in-house electro-mechanical arm, efficient building performance from design through delivery. Our biggest conviction is that wellness will define the next era of real estate value, evident in SOL LEVANTE’s amenity-led masterplan and in mixed-use projects designed to reduce commuting and foster community. A Portfolio, Not A Single Building Five years from now, our legacy won’t be defined by one building but by a portfolio charting a new direction for Dubai luxury real estate, led by SOL LUXE, Fairmont Residences Solara Tower, whose Triplex Sky Mansion sold for AED 175 million, and SOL LEVANTE.

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RAPID FIRE The development that first made you fall in love with real estate? Dubai itself. Watching its transformation proved that visionary development can shape the future of a city. A city outside the GCC whose development model inspires you? Singapore, the benchmark for thoughtful urban planning, sustainability and quality of life. The riskiest decision you have made as a developer? Believing in quality and longevity, even when the market demanded speed. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan. With the right developer, it offers the greatest opportunity for long-term value. What would you build if money were no object? A city designed around people, where wellness, sustainability and community define everyday life.

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Ahmed Shalaby

Co-Founder, President & CEO, Tatweer Misr

USD 818M In Q1, 2,200 Deliveries Targeted Our contractual sales exceeded USD 818 million in the first quarter of 2026, meeting our full-year target early. Cumulative contractual sales have surpassed USD 2.72 billion, with approximately 6,350 units delivered since 2019, and we’re targeting 2,200 deliveries across 2026. IL Monte Galala, Portofino On The Red Sea IL Monte Galala Marina Towers, our USD 1 billionplus development in Ain Sokhna, generated more than USD 723 million in sales within five days of launch. Inspired by Portofino, it brings 10 towers, 2,600 units, two hotels with around 1,000 keys, and a landmark Crystal Lagoons

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We believe that true innovation behind a smart city lies in its ability to solve real urban challenges, not just showcase technological solutions.”

set to be the world’s first on a mountaintop. Saudi, Oman And Greece On The Table We are actively assessing opportunities in Oman, Saudi Arabia and Greece, alongside plans to add 250 to 300 feddans to our 7.4-million-square-metre Egyptian land bank. Smart Cities, Solving Real Problems Our cities are equipped with smart water and electricity meters, energyefficient architecture and smart mobility solutions, boosting energy efficiency by over 50% for operational savings of up to 40%. Future-proof cities start with smart design, not add-on technology.

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Masih Imtiaz CEO, Imtiaz Developments

$4.1Bn Portfolio, Dubai Islands I founded Imtiaz Developments as a modest construction venture in 1993, and today we lead one of the UAE’s most respected real estate businesses, with more than 40 projects and a portfolio exceeding USD 4.1 billion, including more than 22 developments on Dubai Islands alone. Sea C l i f f, $163M Groundbreaking In June 2026 we broke ground on Sea Cliff Residence, our USD 163 million waterfront project on Dubai Islands, with interiors curated alongside Hermes, Villeroy & Boch and Miele and handover scheduled for the first quarter of 2028. First In, First Delivered We delivered Beach Walk, the first completed and handedover residential project on

Our vision has always been to identify destinations with long-term potential before they become mainstream. We believed in Dubai Islands’ future from the very beginning and invested with conviction.”

Dubai Islands, followed by the record-breaking launch of RAW District, which achieved a USD 545 million sell-out on launch day. Beyond The Skyline We’ve pledged to plant 2,000 trees for every residential unit we build and donated AED 50 million to the Father’s Endowment campaign, funding healthcare infrastructure for underserved communities.

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We want our legacy to be measured not simply by skylines or square footage, but by the quality of life our developments create.” — Capt. Pradeep Singh

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Capt. Pradeep Singh & Navneet Mandhani

Founder & Chairman; Founder & CEO, Karma Developers Latitude, Built For How People Actually Work CAPT. PRADEEP: Latitude by Karma, our premium commercial development in Liwan, has the potential to become one of the area’s defining landmarks, addressing a shortage of Grade-A office space as the district’s residential growth continues. It’s conceived as a modern workplace that lets people work closer to home, built for productivity, connectivity and wellbeing, not just the skyline. Communities Over Icons CAPT. PRADEEP: Our bold bet is that Dubai’s next growth phase will be defined less by

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standalone icons and more by integrated, human-centric communities, where wellness, sustainability and connectivity are intrinsic to value, not optional extras. We’re also investing early in emerging locations with strong infrastructure and future potential, positioning ourselves ahead of demand rather than reacting to it. Measured By Quality Of Life, Not Square Footage CAPT. PRADEEP: Every p roj e c t c o n t ri b u t es to our journey, but I hope this era of growth c o ll e c tive ly de fi nes Ka r m a D eve l o p e r s ’ legacy, developments that prove thoughtful design, sustainability and community wellbeing can coexist with commercial success.

RAPID FIRE

Capt. Pradeep Singh The development that first made you fall in love with real estate? Watching cities like Dubai transform visionary masterplans into thriving communities convinced me real estate is about building the future, not just buildings. A city outside the GCC whose development model inspires you? Singapore, for its disciplined urban planning, sustainability, maritime connectivity and long-term vision. The riskiest decision you have made as a developer? Building through uncertainty, because history has taught me conviction backed by fundamentals always outperforms fear. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, provided the developer has credibility, strong governance and a proven track record of delivery. What would you build if money were no object? A fully integrated, net-zero waterfront city where sustainability, technology, education, wellness and community become the blueprint for future generations.

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DEVELOPERS

RAPID FIRE Navneet Mandhani

The development that first made you fall in love with real estate? The Palm Jumeirah, it proved that vision, engineering and ambition can redefine what is possible. A city outside the GCC whose development model inspires you? Singapore, for its disciplined urban planning, sustainability, and ability to seamlessly integrate innovation with quality of life. The riskiest decision you have made as a developer? Choosing to build for the next decade instead of the next sales cycle, by investing ahead of market demand. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, provided it’s with a developer that has the vision, credibility and execution capability to deliver lasting value.

A n ta l ya : w h e re a f f o rd a b l e l u xu ry f i n d s it s a d d re s s i n D u b a i S p o r t s C ity, t i m e l e s s d e s i g n m e e t s a l i f e s ty l e b u i lt to l a s t

538 Premium Units, One Strong 2026 NAVNEET: Our current portfolio has a significant GDV, comprising 2,034 residential units under development. In 2026 alone, we’re scheduled to deliver 538 premium residential units through Olivia and Trinity, reinforcing our commitment to timely delivery, quality and customer value. A Golden Visa Gateway, Not Just An Investment NAVNEET: Our buyer profile has become increasingly international, from a strong India base to growing interest from the UK, France, Russia, China and Pakistan. Buyers are more discerning too, seeking transparency, developer credibility and wellnessfo c u se d , s u st a i na b l e design. For many, the UAE’s Golden Visa programme has turned real estate into

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What would you build if money were no object? A self-sustaining, AI-enabled wellness city where technology, nature, education, healthcare and community coexist to enhance everyday living.

a gateway to long-term residency, not just an investment. Sustainability By Design, Not By Certificate NAVNEET: Sustainability is now embedded across our pipeline from the earliest planning stages, evaluated for resource efficiency, occupant wellbeing and environmental performance. Trinity by Karma is on a LEED Gold pathway, backed by ISO 9001, 14001 and 45001 certification. It’s driven primarily by conviction, reinforced by evolving customer expectations and the UAE’s own sustainability ambitions.

For many international buyers, real estate is no longer viewed solely as an investment, but as a gateway to longterm residency and a secure future for their families.” — Navneet Mandhani

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Michael Belton

CEO, MERED

USD 2.2Bn Portfolio, Two Flagship Towers The total Gross Development Value of our current portfolio stands at approximately USD 2.2 billion, anchored by ICONIC Residences Design by Pininfarina in Dubai and Riviera Residences in Abu Dhabi, our two flagship developments as we scale across the UAE and wider GCC. Architectural Pedigree Over Investment Returns Across both Dubai and Abu Dhabi, we’re seeing buyers become increasingly international and far more discerning in what they value. Purchase decisions are no longer driven primarily by location or investment returns; buyers increasingly prioritise architectural pedigree, branded design collaborations, long-term liveability and developments with a strong sense of identity. We’re also seeing sustained demand for larger residences, turnkey living solutions and projects that combine privacy, wellness and hospitalityinspired amenities within connected urban locations.

Our biggest conviction is that luxury will increasingly be defined by originality rather than excess.”

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A Pininfarina Tower, A Herzog & de Meuron Waterfront Our two flagship developments each represent a different ambition. ICONIC Residences Design by Pininfarina, rising G+66 floors in front of Palm Jumeirah with 310 apartments and an exclusive penthouse, is the first residential development in the Middle East designed by Pininfarina, conceived as a defining addition to Dubai’s skyline. The tower incorporates wellness-focused WWW.CBNME.COM

R i v i e ra R e s i d e n c e s , d e s i g n e d by Pr it z ke r Pr i z e -w i n n i n g a rc h ite c t s H e r z o g & d e M e u ro n , i s o n e o f t h e c a p ita l _ s m o s t d i s t i n c t i ve wa te r f ro n t a d d re s s e s , l o c a te d w it h i n A b u D h a b i G l o b a l M a r ke t

DEVELOPERS

RAPID FIRE

The development that first made you fall in love with real estate? Rockefeller Center, New York. It showed me great development is about creating places that become part of a city’s identity, not just constructing buildings. A city outside the GCC whose development model inspires you? Boston. Its universities create a virtuous cycle, investing in knowledge and talent that continuously regenerates the economy around them.

technologies including hospitalgrade air purification, advanced water filtration and acoustic engineering, alongside turnkey furnishing packages designed by Pininfarina, two dedicated amenity levels and an infinity pool, and is scheduled for delivery in Q3 2027. Additionally, Riviera Residences, our waterfront landmark on Al Reem Island designed by Pritzker Prize-winning architects Herzog & de Meuron, brings together more than 400 apartments, 11 villas and a mother-of-pearlinspired façade drawing on Abu Dhabi’s pearl-diving heritage, with a waterfront promenade of cafés, restaurants and boutique retail conceived as an extension of residents’ everyday lifestyle. Together, these projects reflect our belief that meaningful developments should contribute not only to a city’s skyline, but also to the character and quality of life within it. Sustainability From The Earliest Sketch Sustainability principles are being embedded across our developments from the earliest stages of design. This includes passive design strategies, landscape integration, high-performance building systems and partnerships with internationally recognised architects who prioritise environmental performance alongside architectural quality.

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For us, sustainability is not simply a regulatory requirement; it’s fundamental to creating buildings with long-term relevance and value. Originality Over Excess Our biggest conviction is that luxury will increasingly be defined by originality rather than excess. We believe buyers will place greater value on developments shaped by world-class architecture, authentic design partnerships and a genuine sense of place than on projects competing primarily through amenities or scale. Riviera Residences, A Complete Destination While ICONIC Residences will establish our presence in Dubai’s skyline, I believe Riviera Residences will become the project that defines this chapter of MERED’s growth. More than 65,000 square feet of amenities, landscape architecture by Michel Desvigne Paysagiste introducing almost 7,000 square metres of greenery, and the exclusive Bay Villas Collection with interiors by

The riskiest decision you have made as a developer? Buying my first piece of land at 35, investing everything I had and borrowing from my family, with no safety net. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, provided the developer has a proven vision, disciplined execution and a product built to last. What would you build if money were no object? A new city built around people: walkable, green, connected, and designed to remain relevant for generations.

London-based studio Dseesion, all support our belief that exceptional residential developments should create complete communities rather than simply deliver homes. The Bay Villas Collection’s private internal courtyards bring natural light into the homes while strengthening privacy between indoor and outdoor living.

Meaningful developments should contribute not only to a city’s skyline, but also to the character and quality of life within it.”

I CO N I C Residences, D e s i g n e d by P i n i n fa r i n a , i s p ro g re s s i n g a c ro s s m u lt i p l e phases as of M a rc h 2 0 2 6 , w it h s t r u c t u ra l wo r ks , M E P s y s te m s , i n te r i o r f it- o u t s , a n d m a te r i a l c o o rd i n a t i o n a l l u n d e r way_

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Dr. (CA) Ankur Aggrawal

Chairman & Founder, BNW Developments

I want people to look at the RAK coastline and see how BNW helped write the first chapter of Ras Al Khaimah as a global luxury address.”

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DEVELOPERS

To n i n o L a m b o rg h i n i R e s i d e n c e s , R a s A l K h a i m a h I ta l i a n E l e g a n c e B y T h e Co a s t

RAPID FIRE

The development that first made you fall in love with real estate? Not any single development, it was watching a piece of raw, undervalued land turn into something magnificent. That transformation was magic enough. A city outside the GCC whose development model inspires you? Singapore. It combines the discipline of long-term master planning with genuine liveability; it’s the model I keep coming back to. The riskiest decision you have made as a developer? Committing capital in bulk to the growth of a destination we believe in. Off-plan or ready: if you were a buyer today, which would you choose? The choice depends on multiple factors; there’s no single right answer.

USD 8.71Bn, 770 Keys By 2027 Our current portfolio carries a Gross Development Value of USD 8.71 billion, and we are delivering 770 units to the market between 2026 and 2027, a combination of scale and pace that reflects how quickly the emirate’s development story is accelerating. A New Buyer, A New RAK RAK’s dramatic transformation into a powerful economic trade zone and global leisure destination, on the back of the Wynn Resort, has changed the buyer profile in the emirate. Alongside our traditional buyer base, we are seeing strong and sustained interest from the US, Europe and Australia. This growing demand for larger, lifestyle-driven branded homes is shaping our longterm product strategy rather than being viewed as a passing trend.

the kind of commitment that only makes sense if you believe in where a destination is headed, not just where it is today. Writing RAK’s First Chapter I would say it’s our portfolio taken as a whole, rather than any single tower, that’s the bar we are building up to. Every project we deliver between now and then strengthens that story.

What would you build if money were no object? A fully integrated, ecologically sound city district that blends residences, hospitality, culture and nature in the way the best cities in the world are built, not just developed.

“Buyers want to move into a story starring a five-star hospitality name, signalling both pedigree and resale confidence.”

R a d i s s o n B l u H o te l a n d R e s i d e n c e s , R A K Ce n t ra l R e f i n e d B y Eve ry M ea s u re

Betting On RAK Central We have just put a stake in RAK Central with Radisson Hotel Group, the first Radisson Blu Hotel and Radisson Blu Residences in RAK Central. We are positive it will become the emirate’s business and lifestyle hub, not just an overflow zone from Al Marjan, and for a global name like Radisson to read the same trajectory fortifies that belief. It’s WWW.CBNME.COM

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Adopting historical names for the districts of Rua Al Madinah Project forms part of a strategic vision to preserve Madinah’s identity and strengthen its cultural presence within our development projects.”

Eng. Ahmad Al Juhani CEO, Rua Al Madinah Holding $37Bn GDP, 47,000 Keys Rua Al Madinah Project is one of the most significant hospitality developments under way in Madinah, spanning 1.35 million square metres beside the eastern expansion of the Prophet’s Mosque. Once complete, it will deliver more than 47,000 hotel and residential keys, create around 93,000 jobs and contribute an estimated USD 37 billion to GDP, alongside our second development, Dar Al Hijrah, as we work toward Madinah welcoming 23 million visitors a year by 2030. The masterplan is built around smart city systems, from automated waste collection and district cooling to greywater recycling, designed to support that scale sustainably. Named For Madinah’s Heritage In March 2026, under the patronage of HRH Prince Salman bin Sultan, Governor of Madinah Region, we unveiled the names of our districts, avenues and pathways, drawn from historic tribal areas including Bani Abdul Ashhal and Bani Muawiyah. Adopting historical names for the districts of Rua Al Madinah Project forms part of a strategic vision to preserve Madinah’s identity and

strengthen its cultural presence within our development projects.

International and Parsons across the wider project.

Superblock 5, $2.1Bn Contract In April 2026 we awarded China Railway 18th Bureau Group a USD 2.1 billion contract to build Superblock 5, ten branded hotels within our masterplan including JW Marriott, Le Meridien, Fairmont and two Hyatt properties. Delivering at that scale is why we have engaged international design and delivery partners including Jacobs, KEO

Global Compact, Global Standards In July 2026 we joined the United Nations Global Compact, embedding its ten principles on human rights, labour and environmental protection into our corporate strategy and operational culture. Joining the Compact is an important milestone in our journey, and we will keep working on initiatives that support the UN Sustainable Development Goals as we advance urban planning and real estate investment in Madinah.

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33 Elias Abou Samra

CEO, RAFAL Real Estate Development Company

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Ahmed Yusuf CEO, Seef Properties

USD 464M In Assets, Three Malls And Growing Our total assets reached USD 464 million as of 30 June 2026, with revenue of USD 17.6 million for the first half. Our portfolio spans Seef Mall Seef District, Seef Mall Muharraq, Seef Mall Isa Town, the Al Liwan mixeduse destination, and hospitality assets including Fraser Suites Seef and Al Liwan. Seef Mall Seef District, Reimagined The phased redevelopment of Seef Mall Seef District is our most significant project underway, with Mohammed Jalal Contracting appointed for the main works. The current phase adds restaurant and cafe space and improves outdoor walkways, while we maintain operational continuity throughout. Al Liwan Leads, Dammam Is Next Al Liwan was one of our most prominent performers this period, supported by high occupancy and growing revenue diversification. We’re also moving forward with a mixedWWW.CBNME.COM

use project in Dammam with Majd Investment Company, expanding beyond Bahrain. Discipline Through A Challenging Market We recognise that 2026 presents challenges around competition and market conditions in retail, hospitality and entertainment. Regional d eve l o p m e n t s h ave impacted spending this year, but our projects are progressing according to plan, and we continue to evaluate opportunities for when activity returns to normal.

We continue to focus on managing business with discipline and flexibility, enhancing the company’s ability to protect the value of its assets and the quality of its services.”

Riyadh will need 300,000 housing units annually over the next five years due to the significant migration from other cities and provinces to the capital.”

USD 1.73Bn Invested In Riyadh After 18 years in this market, our investments in Riyadh in 2025 total about USD 1.73 billion, s p a n ni n g reve n u e generating projects, o u r Ti l a l K h u za m d eve l o p m e n t wi t h the National Housing Company, and a new urban services division. We’ve also announced USD 1.07 billion in new investments, including USD 400 million for hospitality. Four Hotels With Rove, Ready For Expo 2030 Through an exclusive partnership with Rove Hotels, we’ve launched four hotel projects with more than 1,000 rooms across central, northern and eastern Riyadh. Two began construction in Q4 2025, the other two start in Q1 2026, all scheduled

to open in 2027 for Expo Riyadh 2030. Tilal Khuzam, Northern Riyadh’s New Benchmark Tilal Khuzam, our flagship collaboration with NHC, comprises 3,580 residential units across more than 50 buildings overlooking Khuzam Park, targeting 8% annual returns. Units start from USD 133,000, and by last November around 1,500 apartments had sold, roughly 45% of the first phase. A USD 1Bn Tokenisation Initiative We’ve launched a U S D 1 billion tokenisation initiative, converting real estate into tradable units that let small investors participate from USD 1,000 to USD 50,000, under Capital Market Authority supervision. A recent land fee decision has also increased our development opportunities fivefold.

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Abu Dhabi Mira Hills does not change the skyline. It creates one, resort living where the two emirates meet.”

Omar Gull

Managing Director, Mira Developments/ Founder & CEO, Clédor

Over AED 100Bn Combined Mira Developments holds a portfolio GDV of AED 46 billion across branded residences in Dubai, Ras Al Khaimah and Europe, with 2026 handovers including Mira Villas by Bentley Home, 36 ultra-luxury villas in Meydan, and Trussardi Residences Phase I in Al Furjan, delivering 140 premium apartments with Trussardi Casa interiors. The next chapter is Abu Dhabi Mira Hills, an AED 55 billion master-planned community with AD Ports Group. Clédor, my founder venture, adds a GDV of AED 4.2 billion across Meydan, Arjan and Al Furjan. Combined, a pipeline over AED 100 billion. Yield-Chasers Becoming Homeowners The biggest shift is intent. Buyers who chased rental yields are now purchasing primary residences. Indian buyers lead the market and British demand climbed after the UK’s tax reforms, expecting fully furnished, brand-curated, turnkey homes with wellness amenities and hotel-grade service built in. A Skyline Between Two Emirates Abu Dhabi Mira Hills will bring around 14,000 apartments and 1,700 villas, alongside hotels, schools, retail and an 18-hole golf course, to the corridor between Dubai and Abu Dhabi. It doesn’t change a skyline; it creates one, resort living where the two emirates meet. Regulation Sets The Floor, Conviction Drives Us Every project in our 2026 pipeline carries sustainability commitments, from the walkable master plan of Abu Dhabi Mira Hills to energy-efficient standards across Clédor’s communities. Regulation

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set the floor, demand raised the ceiling, but conviction drives us. Georgia, Oman, And Branded Living At Attainable Prices For Mira, the bet is international expansion, starting with Georgia and Oman, with more announcements coming, where the branded, fully furnished model we perfected in Dubai is still scarce and demand is forming faster than the market realises. For Clédor, it’s the branded residence model with Arthouse, delivering designergrade architecture and hotelgrade management at attainable prices. The market still equates branded quality with ultraluxury; the next decade belongs to accessible, design-led living. A City-Scale Statement, A Founder-Led Brand For Mira, the legacy will be Abu Dhabi Mira Hills, a city-scale statement defining this era of growth. For Clédor, the legacy is the brand itself, growing from a GDV of AED 4.2 billion into one of the region’s biggest names. Vision, not scale, builds legacy.

We believe that true innovation behind a smart city lies in its ability to solve real urban challenges, not just showcase technological solutions.”

RAPID FIRE The development that first made you fall in love with real estate? Downtown Dubai, where Burj Khalifa, The Dubai Mall and The Fountain proved one bold masterplan can redefine an entire city. A city outside the GCC whose development model inspires you? Singapore, for achieving density with dignity and green in every direction. The riskiest decision you have made as a developer? Launching Clédor from zero and putting AED 4.2 billion of GDV behind my own name. Off-plan or ready: if you were a buyer today, which would you choose? It depends. For a first purchase, a ready unit; for investment, off-plan. What would you build if money were no object? A car-free wellness city between Dubai and Abu Dhabi.

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Dr. Majid Jack Hsiung Founder & CEO, Source of Fate Properties

Our bold bet is our early commitment to fully funded, design-led waterfront communities in Ras Al Khaimah, backed by confidence in the emirate’s development vision.”

solar-control glazing and climateresponsive landscaping under an approved Barjeel report, while Miraggio incorporates efficient tower planning and an energyefficient façade, reflecting regulation, buyer expectations and our long-term commitment to occupant wellbeing. Fully Funded, Design-Led, Ahead Of The Market Our bold bet is our early commitment to fully funded, design-led waterfront communities in an emirate most developers overlook, backed by careful market research, architectural design and engineering aimed at lasting value. Miraggio, The Era-Defining Project We believe Miraggio will define this era of our growth. Beyond its 810 residences, it represents our architect-led approach and ambition to create sustainable, highquality developments with a strong sense of place for future generations.

RAPID FIRE The development that first made you fall in love with real estate? Greentown Hangzhou Peach Blossom Garden, its integration of greenery and nature into everyday living showed me what thoughtful development could achieve.

AED 10Bn Pipeline, 1,050 Homes Our UAE development pipeline is valued at approximately AED 10 billion across Dubai and Ras Al Khaimah. Sunshine Bay and Miraggio together represent AED 3.1 billion and 1,050 residences, with completion due in 2027 and 2028. 80% International, Wynn-Driven Demand Our buyer base is increasingly international, with around 80% of Miraggio interest from overseas, led by the UK, Turkey, Poland, France, the US and India. Demand centres on one- and two-bedroom homes at AED 2,750 per sq ft, with buyers

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prioritising rental returns, resale liquidity and Wynn-driven growth. Miraggio, Defining Al Marjan Island Miraggio, our AED 2.6 billion, 810-residence waterfront project, will have the greatest impact as our defining development on Al Marjan Island, with cascading terraces, curvilinear balconies and sea views bringing together architecture, wellness and community. Co nvi ct i o n , B a c ke d By Regulation And Demand Sustainability is embedded in our planning and design. Sunshine Bay features strategic orientation,

A city outside the GCC whose development model inspires you? Singapore, for its clear urban planning and integration of sustainability, liveability and modern design. The riskiest decision you have made as a developer? Investing in Ras Al Khaimah when most developers focused on Dubai, before Wynn put the emirate in the global spotlight. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan. With the right developer, it offers the greatest opportunity for longterm value. What would you build if money were no object? A people-oriented community integrating quality living, nature, wellness, smart infrastructure and lasting value.

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Mahesh J. Kalwani Vice Chairman, Al Seeb Properties

USD 200M Main Contract, Chedi Private Residences Al Seeb Properties is the real estate arm of Al Safeer Group, built over three decades across retail, commercial and luxury residential development. The Chedi Private Residences on Sheikh Zayed Road is our flagship and our boldest step into branded ultra-luxury: 117 homes across roughly 1.25 million sq ft, rising about 250 metres over 53 storeys, developed with Chedi Hospitality. In July, we awarded Ancient Builders Construction the USD 200 million main contract, moving us from enabling works into main construction. Piling Underway, Handover Targeted For 2029 Piling, shoring and excavation are already live on site. MBM Gulf Electromechanical is delivering MEP, and Model Engineering Consultants remains our lead engineering consultant and architect of record. Every home comes with its own private pool and landscaped wellness deck, built on smart home and building management systems designed to international WELL standards. We’re targeting handover in the first quarter of 2029. A Villa-Style Vision, Vertical Partnering with Chedi Hospitality was a defining moment for us, raising our market profile and reflecting real financial commitment to this segment. Studio Bruno Guélaff’s design brings villa-style proportions into a high-rise,

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with ceiling heights and layouts that exceed industry standards, and Chedi’s hospitality DNA woven into daily residential life rather than added on as an amenity. Building A Boutique Luxury Portfolio We control density deliberately to protect exclusivity, and we see Dubai’s luxury segment as structurally undersupplied against the ambitions of Dubai’s 2040 Urban Master Plan. Over the next decade, we see ourselves as a boutique luxury developer, selectively expanding branded residence partnerships beyond this tower.

The financial commitment required for a development of this calibre demonstrates our confidence in both our vision and Dubai’s continued growth trajectory. It’s a statement of our ambition and long-term perspective on the market.”

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DEVELOPERS

DEVELOPERS

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Osman Celiker

We believe that sustainable growth is achieved not by doing more, but by consistently doing things better.”

Group CEO, IRTH Group AED 6 Billion GDV, 348 Keys In 2026 Our current portfolio under development exceeds AED 6 billion in Gross Development Value, a milestone in IRTH’s evolution as a fully integrated real estate platform. In 2026 we deliver our first completed residential development, Rove Home Downtown, bringing 348 hospitality-branded residences to market. Our ambition has never been growth for its own sake; sustainable growth comes from doing things better, not doing more. Buyers Are More Informed, Not Just More Global Our buyer base now spans the GCC, Europe, Asia and a strong core of UAE residents, but what’s changed most in two years isn’t where they come from, it’s how they decide. Today’s buyers are more informed and selective, weighing design, execution and long-term value alongside price, and we see that demand across every life stage, from first-time buyers to seasoned investors. HQ By Rove: A Workplace Built Around People The project that best represents our thinking today is HQ by Rove, a hospitalityled workplace destination

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following trends once they’re already established. We back that belief with a multidisciplinary team spanning investment, architecture, hospitality and construction, agile enough to move fast while still building at real scale. That ambition, more than any single tower, is the legacy we’re building toward.

RAPID FIRE The development that first made you fall in love with real estate? The one I haven’t built yet.

designed around how people want to work, connect and spend their day, rather than another conventional office building. It brings together wellness facilities, hospitalityinspired services and AI-powered virtual assistance to support how business owners actually operate. Sustainability As Conviction, Not Compliance Sustainability is embedded across our pipeline, but for us it’s driven by conviction ahead of regulation or demand. It’s less about energy performance alone and more about designing places that stay relevant, adaptable and valuable for decades, not developments that become obsolete once the market moves on. Betting On Next-Generation Living Our boldest belief is Next-Generation Living: designing for how people will live and work tomorrow rather than

A city outside the GCC whose development model inspires you? Barcelona. The riskiest decision you have made as a developer? Choosing our own path over the safer, market-led one. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, always. What would you build if money were no object? A city built to evolve with humanity.

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Vidhyadharan Sivaprasad

Chairman and CEO, Condor Developers AED 600 Million GDV, 341 Units Delivered Our current portfolio represents a Gross Development Value of approximately AED 600 million, and we’ve handed over 341 residential units to date, built on enduring value and dependable quality. From Russian Buyers To A Lifestyle-Led, European Mix Our buyer profile has diversified: Russian buyers once dominated, but we’re now seeing stronger interest from British, European and UAE-resident buyers, a more discerning customer who values design, wellness and community over the property alone. Sonate Residences: 31 Floors Built Around Wellbeing Sonate Residences, 31 floors above five podium levels in Jumeirah Village Triangle, was

envisioned as a landmark centred on wellbeing, with an infinity pool, rooftop forest garden and green jogging pathways. 40 Years, Betting On Faster Delivery Without Compromise Backed by more than 40 years of experience, our boldest conviction is that faster delivery and uncompromising quality aren’t opposing objectives, and we’re refining our capabilities to complete projects ahead of schedule without cutting corners.

RAPID FIRE The development that first made you fall in love with real estate? The Burj Al Arab, a global symbol. A city outside the GCC whose development model inspires you? Singapore for efficiency, Barcelona for character. The riskiest decision you have made as a developer? Building through the uncertainty of COVID-19. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, to enter early. What would you build if money were no object? A zero-carbon skyline community, built around people.

Our ambition is to create a world that is not merely built, but built better.”

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Once international investors truly see what has been built here, the question will no longer be whether to invest in the UAE. It will be: why did they wait so long.”

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Kareem Fahmy Founder and CEO, Innovate Living

17 Years, One Business Model: Finish First Innovate Living is the boutique ultra-luxury developer I founded in 2008, and 17 years on, we’ve built our reputation on Palm Jumeirah through N Frond Villa, Villa Allegra, our AED 230 million G Frond residence sold in 2024, and Palme Couture Residences, just 14 homes. Our projects are completed before they’re sold. AED 1.4Bn On Dubai Islands In March 2025, we acquired prime waterfront plots on Dubai Islands, a five-island development aligned with the Dubai 2040 Urban Master Plan, laying the foundation for an AED 1.4 billion pipeline. Omoria, A Wellness Resort You Own We co-launched Omoria Private Residences with H.E. Dr. Omar BinSulaiman, the world’s first ultraluxury boutique residential hospitality brand, rooted in the Japanese philosophy of Omotenashi. Our Dubai Islands debut will carry Omoria’s DNA, with direct beach access, bespoke Italian interiors and a penthouse padel court. Fundamentals Unchanged Through The Turbulence When the regional conflict rattled markets in spring 2026, we kept building. Dubai’s real estate transactions rose 36.5% year-on-year in 2024, with prime residential values up 6.8%. The fundamentals didn’t change, and I believe the rebound will be stronger than many expect.

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DEVELOPERS

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Blagoje Antic Chairman, CEO and Founder, DHG Group / DHG Properties

RAPID FIRE The development that first made you fall in love with real estate? It wasn’t a single development, but realising real estate can create lasting value for families and future generations. A city outside the GCC whose development model inspires you? Cities in Switzerland, for their commitment to long-term urban planning and lasting quality. The riskiest decision you have made as a developer? Entering one of the world’s most competitive real estate markets while refusing to compromise on Swiss-quality standards. Off-plan or ready: if you were a buyer today, which would you choose? Off-plan, provided it’s backed by a developer with a proven track record. What would you build if money were no object? Even if money were no object, I would spend it as if it were, because respecting capital is part of who I am.

AED 1.3Bn Across Three Helvetia Developments Our UAE portfolio carries a GDV of approximately AED 1.3 billion across three Helvetia-branded developments: the 430-unit Helvetia Residences in JVC, handing over this year, and Helvetia Verde and Helvetia Marine, which broke ground in 2026 with 108 and 63 residences respectively. Informed Buyers, Long-Term Focused Today’s buyers are more informed and longterm focused, with strong demand from European, GCC and international investors and end-users seeking quality construction, developer credibility, wellness-focused living and transparency. Helvetia Verde, Privacy Redefined Helvetia Residences set a new benchmark for JVC, but Helvetia Verde in Meydan Horizon best represents our vision: homes that enhance everyday life, with privacy rare in high-rises,

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three to seven residences per floor, sustainable design and curated amenities.

that buyers will increasingly choose developers based on trust and delivery standards.

Conviction, Not Compliance Sustainability is embedded across our development p hi l o s o p hy, from environmentally conscious construction methods to Swiss engineering expertise, driven by conviction and reinforced by customer expectations and Dubai’s sustainability ambitions.

Helvetia, A Brand Built To Outlast Us The Helvetia residential brand will define this chapter of our growth, bringing together Swiss precision and Dubai’s vision to build a portfolio of communities that keep generating value well beyond handover.

Quality Over Scale While much of the industry continues to compete on volume, we’re investing in precision, construction excellence and long-term residential value, betting

We believe the next phase of Dubai’s real estate market will be defined less by scale and more by quality.”

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Campbell Gray CEO, AtkinsRéalis Middle East & Africa

$

1.49Bn Backlog Across The Region Our portfolio spans some of the largest and most complex infrastructure, transportation, cultural and urban development programmes across the Middle East. We don’t disclose mandate numbers or aggregate value, but our regional backlog revenue of USD 1.49 billion reflects the scale of our business and the confidence clients place in us. Our work touches the region’s most significant developments, from the Dubai Metro Blue Line to the Saadiyat Cultural District and Sphere Abu Dhabi in the UAE, alongside New Murabba, King Salman Park, the Royal Commission for Riyadh City, Expo 2030 Riyadh Company and the Royal Commission for AlUla. Sphere Abu Dhabi, Redefining Destinations Sphere Abu Dhabi is one of the most ambitious and technically sophisticated projects in our portfolio, bringing together advanced engineering, architecture, digital technology and content creation to deliver an entirely new kind of destination experience. What makes it significant is how it’s delivered: design, engineering, construction and immersive technologies integrated as a single ecosystem from the outset, enabling experiences traditional models could not achieve. With its programmable LED exosphere and cutting-edge audio systems, it is setting a new global benchmark for entertainment infrastructure, where the experience itself becomes as important as the physical asset. 117 Hours Cut To 24 AI, digital twins and advanced analytics are now core delivery tools across our major programmes, used to automate design, improve decisions and give clients greater visibility over performance. On one project, automating the addition of costing and classification data to building models cut the effort from 117 hours to 24, running without further manual intervention once established. Our Advanced Analytics Control Centre now supports more than 100 projects across the Middle East. The real value isn’t doing the same work faster, it’s giving teams and clients better information earlier. Engaged Before The Project Is Defined The consultant’s role has evolved from solving project challenges to helping clients make better

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While technology is accelerating productivity, enhancing decision-making and unlocking new possibilities, it is talented professionals who ultimately shape, lead and deliver complex programmes.” WWW.CBNME.COM

CONSULTANTS

RAPID FIRE A project that looked impossible on paper but got built anyway? Riyadh Metro. It proved that the scale of a challenge is rarely the barrier; alignment and disciplined execution turn the seemingly impossible into reality. One thing you know now that you wish you knew at the start of your career? Leadership isn’t about having all the answers. It’s about creating an environment where talented people can achieve extraordinary outcomes together. Your favourite stage of a project and why? The transition from vision to execution. Ideas create potential, but delivery is where lasting value is created. S a a d i ya t Cu l t u ra l D i s t r i c t , a v i b ra n t h u b o f a r t , c u l t u re , a n d h e r i ta g e i n A b u D h a b i

strategic decisions. Increasingly we’re engaged before projects are defined, helping clients make investment decisions, establish delivery models, manage programme risk and align execution with long-term national objectives, amid the rise of design-build and integrated delivery. Today the greatest value sits at the intersection of strategy, technology and engineering. Integration Is The Foundation, Not A Function Our most valuable lesson of the past five years is the t ra n sfo r ma tive p owe r o f integration. As projects grow larger and more multidisciplinary, success depends as much on bringing diverse capabilities together around a shared vision from the outset as on technical expertise. We now treat integration not as a delivery function but as the foundation of delivery itself, aligning design, engineering, technology, construction and operations earlier to unlock better outcomes and manage complexity with confidence. Talent, Without Question Talent, without question. The GCC has a unique opportunity to redefine the built environment

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at a scale few regions have achieved, backed by bold visions, sustained investment and a strong pipeline. Realising that potential depends on continuing to invest in people: technology accelerates productivity and decision-making, but it is talented professionals who ultimately shape, lead and deliver complex programmes. The organisations that thrive will pair innovation with a strong talent strategy, attracting exceptional people and creating environments where they do their best work.

A building that genuinely moved you the first time you experienced it? Burj Al Arab. It showed how a single piece of infrastructure can become a global statement of ambition and reshape perceptions of an entire city. What is the first thing you check when you walk a site? The safety culture. Every successful project begins with ensuring that every person on site returns home safely at the end of the day.

Sphere Abu Dhabi is setting a new global benchmark for entertainment infrastructure, where the experience itself becomes as important as the physical asset.”

A t k i n s R éa l i s i s s u p p o r t i n g t h e d e s i g n o f T h e M u ka a b, a m a s s i ve , 4 0 0 ‑ m e t re ‑ c u b e d b u i l d i n g

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By investing in sector expertise, integrated delivery and AI-driven technology, we are creating a platform for continuous innovation and delivering transformative outcomes across entire portfolios, not just individual projects.

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Hamed Zaghw Chief Executive, Middle East & Africa, AECOM

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CONSULTANTS

$39.7Bn Backlog, Region-Wide Reach AECOM entered 2026 on strong financial footing, with global backlog for the year ended September 30, 2025 at USD 39.7 billion and global revenue at USD 16.1 billion. Across the Middle East and Africa, we are delivering New Murabba, King Fahad Stadium, the Special Integrated Logistics Zones, Royal Commission for AlUla packages, Expo Valley infrastructure in Dubai, Soudah, Diriyah Square, Diriyah’s second phase, Qiddiya’s Delta B and District 13, Red Sea Development’s King Salman Bay, NEOM and Diyar Al Muharraq in Bahrain. Strategy, Not One Landmark What is pushing our boundaries is a strategy combining sector expertise, multidisciplinary delivery and digital technology across the region’s most ambitious programmes. Rail became a major growth sector after Asif Shafi was appointed to lead Civil Infrastructure and Program Management in 2021, building one of the region’s strongest rail teams and deepening long-standing ties with Dubai’s Roads and Transport Authority and Etihad Rail. In September 2025, we strengthened Buildings+Places under Janus Rostock, backing the New Mukaab joint venture and major Diriyah programmes, plus masterplanning for the Royal Commission for Riyadh City and Al Soudah, and land development ties with Qiddiya, Aldar and Modon. AI, From Bidding To Delivery AECOM has embedded AI across bidding, design, delivery and day-to-day operations, anchored by investment in patented platforms including Oscar, our large-language model. These tools accelerate data-driven insight and machine learning across the project lifecycle, supporting earlier, smarter decisions and confidence from pursuit through delivery, while keeping the business competitive

as client expectations evolve. We also encourage novel ideas from within our own teams to sharpen delivery. Shaping Ambition Into Impact Since becoming Chief Executive in 2014, I’ve focused on market agility: recognising shifts early and pivoting our organisation to match client priorities and regional development agendas ahead of competitors. Winning some of the region’s most high-profile developments has strengthened client confidence in what we can deliver, and the value now sits in shaping clients’ long-term strategic ambitions, not just executing their briefs. That shift rests on a multidisciplinary offering across five priority sectors, drawing on deep regional experience and global capability. Agility Over Technical Excellence Alone This ability to act early and decisively has been a defining factor in sustaining our growth and maintaining a competitive edge in an exciting, fast-moving market. The Middle East’s pace of development taught us that strong technical capability works best paired with integrated teams and data-driven decisions. That reshaped how we work: advisory, planning, design, engineering and programme management now sit within one delivery model. Certainty, Not Just Capability The defining challenge for consulting in the GCC over the next three years is market agility: continuing to spot shifts in demand early. The profession will be shaped less by technical capability and more by the ability to deliver certainty, with clients wanting partners who move from strategy to delivery and own outcomes, not just inputs. That is pushing firms toward integrated advisory models spanning planning, design, engineering, programme management and ESG, and toward embedding AI into cost control, programme optimisation and risk management.

This ability to act early and decisively has been a defining factor in sustaining our growth and maintaining a competitive edge in an exciting, fast-moving market.

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A project that looked impossible on paper but got built anyway? Al Janoub Stadium in Qatar, which we delivered for the FIFA World Cup 2022 against immovable deadlines, a harsh climate and a national programme running multiple megaprojects at once. One thing you know now that you wish you knew at the start of your career? That relationships matter as much as technical expertise. I once lost a highway project by taking a stand on principle alone, only for the client to bring us back once they saw our solution was right. Your favourite stage of a project and why? Early planning and strategy, when ideas first take shape and the decisions made carry the greatest weight for a project’s eventual success. A building that genuinely moved you the first time you experienced it? The Burj Khalifa, which captures vision and engineering excellence and proves what bold ambition can achieve. What is the first thing you check when you walk a site? The people first: whether teams are working together and safety is being visibly practiced, before I even look at schedules or progress.

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Dr. Najib Khatib Chairman & CEO, Khatib & Alami

400 Projects, $140Bn Under Management K&A is currently managing 400 ongoing projects valued at over USD 140 billion, spanning some of the region’s largest urban regeneration, infrastructure and giga-project programmes. Jeddah Central, Six Interdependent Districts Jeddah Central Development shows the scale and complexity of the programmes we now deliver, one of the region’s largest urban regeneration projects, spanning 5.7 square kilometres of waterfront with an investment of USD 20 billion,

transforming industrial and residential areas into a walkable mixed-use destination. K&A is supporting the programme’s first phase, including a 45,000-seat stadium for the 2034 FIFA World Cup, an opera house, a museum and an oceanarium. What pushes the boundaries is managing landmark assets simultaneously while keeping planning, design, procurement and construction aligned across six interdependent districts, through integrated programme management, digital delivery and structured governance. 20% Less Waste, 30% Better Lifecycle Cost Across our projects we embed AI, digital twins and parametric modelling into integrated digital workflows. Our in-house generative design engine automates design iterations so teams can evaluate options early and identify buildable, cost-efficient solutions, complemented by parametric modelling for real-time design refinement. Together these reduce material waste by 20 percent, deliver 10 to 15 percent cost savings on largescale projects, and improve lifecycle cost performance by 30 percent. Digital twins integrate engineering, operational and spatial data into one environment, as at the Riyadh Urban Data Center, using AI, predictive analytics and real-time dashboards for faster, datadriven urban management. BIM-based automation cuts time on repetitive tasks by up to 40 percent. From Strategy Through To Operations The consultant’s role has expanded well beyond technical design and

On today’s complex programmes, managing information is as important as managing design. Getting that right from the outset creates the foundation for better decisions, stronger governance and more predictable project outcomes.” 140 | CONSTRUCTION BUSINESS NEWS ME | AUGUST 2026

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K& A wa s awa rd e d t h e e n g i n e e r i n g c o n t ra c t f o r CONSULTANTS J e d d a h Ce n t ra l D eve l o p m e n t S ta d i u m , a h ea d o f t h e 2 03 4 F I FA Wo r l d Cu p

delivery. Clients increasingly want partners who help shape investment decisions and support projects from strategy through to operations. K&A has broadened its scope to include feasibility studies, financial analysis, strategic advisory and digital services, supporting clients across a wider range of challenges with greater certainty. At the Ministry of Finance PMO in Saudi Arabia, our expanded advisory role accelerated delivery, strengthened governance and contributed to one of the Kingdom’s highest PMO maturity ratings, while through the Makkah Municipality PMC we have helped shape its five-year

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Managing Information Like We Manage Design Our biggest lesson is that on today’s complex programmes, managing information matters as much as managing design; getting that right from the outset builds the foundation for better decisions, stronger governance and more predictable outcomes. This became clear on Red Sea Global’s Shura Island, where more than 100 stakeholders collaborated in a shared digital environment, proving that fragmented information creates unnecessary risk while structured digital governance improves coordination. K&A now embeds ISO 19650-aligned BIM processes, common data environments and integrated project controls from the earliest stages of every major programme, helping teams identify issues earlier and reduce rework. Talent Is The Defining Challenge Talent will be the defining challenge, not simply attracting people but d eve l o p i n g multidisciplinary professionals who combine engineering expertise with digital capability, strategic thinking and programme

leadership. The GCC’s pace of infrastructure development is increasing demand for specialists who can work across engineering, data, sustainability and digital delivery, and while technology keeps evolving, its value depends on the people applying it: AI, digital twins and analytics support better decisions but cannot replace engineering judgement or effective collaboration. Addressing this requires sustained investment in people, structured graduate pathways, competency-based development and cross-regional knowledge sharing that prepare professionals to lead increasingly complex programmes.

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Talent will be the defining challenge, not simply attracting people, but developing multidisciplinary professionals who can combine engineering expertise with digital capability, strategic thinking and programme leadership.”

development strategy and smart city vision.

One thing you know now that you wish you knew at the start of your career? That the technical problem is rarely the hardest problem. Your favourite stage of a project and why? The very beginning, when the problem is clear but the solution is still open. What is the first thing you check when you walk a site? Whether the people on it look like they know what they are doing and why, because it’s a great indication of the project’s health.

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Christopher Seymour Managing Director, Middle East and Africa, Mace Consult

One System, Not One Asset Several programmes stand out, particularly King Salman International Airport, Diriyah and Qiddiya. What is most significant is not a single asset but the scale and interconnectivity of whole programmes, where airports, mobility networks, utilities and real estate must be designed and delivered as one system, pushing technical boundaries and sustainability benchmarks while creatively rethinking how people move, connect and experience cities and places. AI And Digital Twins, Built In We embed AI, digital twins and parametric modelling

into live delivery to sharpen d e c i si o n making and programme control. Digital twins give real-time visibility across complex assets, AI analytics support risk i d e n t i fi c a t i o n and scheduling, and parametric tools accelerate design iterations, reducing planning time and improving certainty. Value Now Sits In Integration Our role has shifted u p st re a m . We a re embedded at the earliest stages, shaping business cases, delivery models and strategies. The value now sits in integration: aligning stakeholders, connecting data and giving one view of risk, as clients expect accountability for outcomes, not just advice. Early Alignment, Not Late Fixes Our hardest lesson has been the criticality of early alignment across stakeholders, scope and interfaces, since misalignment at the outset amplifies quickly during delivery. That reinforced our focus on

front-end planning, governance and integrated programme controls, with clear frameworks from day one. Integration Is The Defining Challenge The defining challenge is integration: bringing together talent, technology and delivery models to match the region’s pace. Talent remains critical in specialist roles, but must pair with digital capability, as the industry moves toward value-based partnerships measured by outcomes, not inputs.

The industry must move beyond fee-based competition to value-based partnerships, where success is measured by outcomes delivered rather than inputs provided.”

A project that looked impossible on paper but got built anyway? I haven’t seen an impossible project on paper, only challenging ones, and it’s our job to build them.

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50+ Mandates, RegionWide Ambition Across the Middle East and Africa, Mace Consult is currently managing more than 150 active mandates spanning programme and project management, PMO and planning, cost and commercial management, digital services and advisory. Our portfolio reflects the region’s ambition, major aviation hubs, transformative rail programmes, giga-scale mixed-use developments and advanced industrial facilities, where our role is to bring structure, pace and certainty to increasingly complex programmes.

One thing you know now that you wish you knew at the start of your career? Clarity and alignment early on determine success more than technical brilliance later. Your favourite stage of a project and why? Front-end strategy, where the right decisions unlock certainty and longterm value. A building that genuinely moved you the first time you experienced it? The Louvre Abu Dhabi, both its architecture and cultural ambition are exceptional. What is the first thing you check when you walk a site? Safety, and how well organised the site is; it reflects delivery strength.

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Abdullah Alnabhan Managing Director, Middle East, Hill International

2,500+ Projects, Billions In Value In 2025, Hill International supported more than 2,500 projects worldwide, with a total construction value in the billions. A large share of our portfolio sits in the GCC, spanning rail and transit, aviation, highways and bridges, healthcare, education, energy and other infrastructure, alongside private tourism and commercial developments. We focus on high-level owner’s representative, advisory and programme management services, backed by our roots as a claims firm and the added capability of our GISI Consulting Group sister firms, and today we manage some of the region’s most high-profile and complex construction programmes. Saudi Arabia’s National Water Programme The National Water Company’s system enhancement programme across Saudi Arabia is our standout assignment, comprising utility line construction, underground water resources and reservoirs, networkwide efforts to reduce water loss, and treatment process upgrades. It’s a PMO assignment and one of our largest globally, its scale defined not just by square meterage but by the number of stakeholders, the integration of state-of-the-art technology, and its importance to the Kingdom’s long-term objectives. Our PMO team is delivering it through strong governance, digital tools and constant coordination with our client, partners and sister firms.

The future of project management will not be about replacing people with technology. It will be about giving project leaders tools like AI to gather more data faster, then letting those leaders apply their human judgement to that data to make better decisions.”

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CONSULTANTS

H i l l I n te r n a t i o n a l p rov i d e d p ro j e c t m a n a g e m e n t s e r v i c e s f o r t h e re c l a m a t i o n o f t h e i c o n i c Pa l m J u m e i ra h i n D u b a i , UA E , a s we l l a s t h e d e l i ve r y o f re s i d e n c e s a n d i n f ra s t r u c t u re o n t h e i s l a n d

Especially on today’s complex programs, we’ve learned that the most significant risks arise from poor stakeholder alignment. At Hill, we focus on engaging with stakeholders, implementing formal stakeholder management and communications plans.”

AI, Digital Twins And The Saudi Landbridge Our teams use AI to analyse project data, predict delivery risks and support faster decision-making. Digital twins provide a living representation of assets, while BIM and GIS connect engineering, commercial, construction and operational information into a single source of truth. Successful digital transformation is about integrating these tools into a tailored strategy, applying the right technology at the right time. We’ve already done this on the Saudi Landbridge, one of the region’s largest railway developments, running BIM, GIS and AI in a single ecosystem governed by best practice in information management. Engaged Earlier, Involved Longer Clients increasingly want to engage Hill earlier in the life cycle of their programmes, requiring strategic partners who can execute multiple functions beyond delivery. Alongside programme and project management, we provide upstream advisory services including strategy development, capital planning and technical due diligence, supporting clients from the outset. Following delivery, we also offer consultancy tailored to operations, maintenance and decommissioning. Stakeholder Alignment Is The Real Risk The hardest lesson on today’s complex programmes hasn’t

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been technical, it’s been human: risk concentrates around people and communication as much as engineering. That’s reshaped how we plan every assignment from day one. Complexity, And The Talent To Manage It The defining challenge for consultants in the GCC and around the world over the next three years will be managing the increased complexity of ever-larger programmes and megaprojects, and mo re so p hi sti c a t e d technologies. Managing that c o m p l exi ty still comes down to talent: senior leaders who understand the industry, driven midlevel professionals who master programme and project management, and creative junior staff fluent in the latest technology.

RAPID FIRE A project that looked impossible on paper but got built anyway? The Palm Jumeirah, one of the most iconic project assignments in our company’s 50-year history, requiring incredible vision and an incredible amount of teamwork to complete. One thing you know now that you wish you knew at the start of your career? Success in project management is about your ability to understand and influence people. Your favourite stage of a project and why? Early planning and strategy, when you have the greatest opportunity to align stakeholders and shape outcomes before major decisions are locked in. A building that genuinely moved you the first time you experienced it? The Zayed National Museum in Abu Dhabi, a gorgeous and sustainable facility that is a testament to Sheikh Zayed’s visionary nation-building efforts. What is the first thing you check when you walk a site? A project’s safety culture, one of the clearest indicators of overall project performance.

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Dean McGrail President, Middle East and Asia, WSP Saadiyat To Qiddiya, RegionWide Reach We are managing numerous mandates across the Middle East, including major cultural destinations on Saadiyat Island and destination and entertainment projects at Qiddiya. Across transport, buildings, water, energy and advisory, we help clients move from vision to delivery. 26 Disciplines, One Programme At Qiddiya Qiddiya stands out for the scale, ambition and technical complexity shaping the region’s pipeline. We bring together 26 in-house disciplines across a distinctive destination and entertainment programme, requiring close collaboration between design intent, engineering performance and delivery, and reflecting the region’s shift into tangible delivery. Digital Delivery, Embedded Not Bolted On Digital delivery is embedded across our Middle East projects, fro m de si gn c o o rd i na ti o n and programme controls to sustainability modelling and asset performance. We use data-led design and AI-enabled insight to help clients decide earlier and reduce risk before work reaches site. Connecting Vision With Delivery Clients increasingly want strategic partners, not just technical advisors. For us that means bringing technical

specialists, strategists, scientists and sustainability experts in early, from policy through delivery. The value now sits in connecting vision with delivery. Early Alignment, Not Just Technical Excellence We’ve learned that successful delivery depends as much on early alignment as technical excellence. Major programmes bring together multiple clients, authorities, consultants and contractors, so creating clarity around outcomes and decisions early is essential, reinforcing integrated teams and strong governance. Talent Is The Defining Challenge I believe the Middle East has one of the world’s most ambitious development pipelines, and demand for skilled professionals keeps growing. Technology will reshape our industry, but talented people create solutions, build trust and deliver complex programmes. We will succeed by attracting and retaining the best talent.

RAPID FIRE A project that looked impossible on paper but got built anyway? Riyadh Metro, a hugely ambitious infrastructure programme showing what’s possible when technical complexity, scale and city-shaping vision come together. One thing you know now that you wish you knew at the start of your career? Technical expertise is essential, but leadership is ultimately about people. Your favourite stage of a project and why? The moment a vision starts becoming reality and the long-term impact takes shape. A building that genuinely moved you the first time you experienced it? Cultural buildings like Zayed National Museum, creating places where people connect and experience a city’s identity. What is the first thing you check when you walk a site? Safety and people’s wellbeing; every successful project starts with protecting people.

What makes it significant is not only the scale of the programme, but the way it reflects the region’s move from bold vision into complex, tangible delivery.”

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Frederico Justus

CEO, Middle East & South Asia Egis $6.15Bn Order Book, Up 35% Across eight Middle East countries and 4,000-plus people, Egis closed 2025 with a record order book of approximately USD 6.15 billion, up 35 percent year-on-year; the Middle East & South Asia now generates 26 percent of Group revenue. The Largest Coral Restoration On Earth The KAUST Coral Restoration Initiative at Shushah Island is the largest coral restoration executed. Egis is PCM consultant for its coral nurseries, the world’s largest land-based facility, producing up to 400,000 corals a year toward 100 hectares of reef restoration.

Custody Of National Infrastructure Clients no longer buy a deliverable, they buy an outcome over time. Our ten-year Ashghal framework in Qatar includes a five-year motorways mandate covering 10,500 lane-kilometres and a three-year transport systems contract across 23 tunnels, giving us custody of national infrastructure. Interface Problems, Not Engineering Ones Technical excellence doesn’t survive contact with a fragmented delivery structure. Our hardest problems were never engineering, they were interface problems between packages, contractors and decision layers, why we moved deliberately toward integrated delivery and single-point accountability. Talent Is Existential Talent is the defining challenge: the race is on for people who hold engineering judgement and digital fluency together. We’re a Top Employer across Saudi Arabia, the UAE and Qatar, and I champion our She Leads programme advancing women into senior roles.

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What makes this significant is that the asset is alive: everything our profession knows, marine engineering, lifesupport systems, construction logistics in a remote offshore environment, deployed in service of an ecosystem.”

A project that looked impossible on paper but got built anyway? The Riyadh Metro, built whole rather than line by line, when on paper it shouldn’t have been possible.

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20-30% Faster Through Design Egis uses AI-enabled prediction, parametric modelling and automated BIM workflows across live projects, with early benchmarking suggesting 20 to 30 percent programme savings. On the King Fahd Causeway, drone photogrammetry and a digital twin replaced work once needing physical access.

One thing you know now that you wish you knew at the start of your career? That operational discipline accelerates a career; the fundamentals of running delivery are exactly what strategy demands. Your favourite stage of a project and why? Commissioning: the moment the spreadsheets, the models and the arguments all become something real that people use. A building that genuinely moved you the first time you experienced it? The Abu Dhabi Natural History Museum, knowing every system inside it and still being moved by it. What is the first thing you check when you walk a site? Housekeeping; a tidy site tells you everything about the safety culture and supervision before anyone says a word.

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Mouhammad Takieddin CEO, JLL MENA

120+ Projects, 30M Sqm Under Development JLL’s Project & Development Services team has more than 120 projects in progress, covering over 30 million square metres of built-up area. We recently secured a Master Services Agreement for an AI Data Centre portfolio in Saudi Arabia, spanning a masterplan of over 24 square kilometres, delivering Programme Management Office, Project Management and Cost Management services, plus roles including Project Controls, Risk Manager, Digital Lead, Contracts Manager, Technical Director and Document Controller. Disruption Into A DataDriven Adjustment On a giga-project city under construction in Saudi Arabia, we deployed ALICE Technologies, an AI platform running millions of simulations to find resilient delivery scenarios. When a key supplier reported a multi-week shipping delay, project managers fed the new constraint into the platform, which processed downstream effects within hours and generated a revised, optimised plan across the supply chain. Industry data shows similar implementations achieve

I n n ova t i ve re u s e o f re ta i l s p a c e s i n to a v i s i o n a r y e d u c a t i o n h u b f o r M o h a m m e d B i n R a s h i d S c h o o l o f G ove r n m e n t – s u p p o r te d f ro m s i te i d e n t i f i c a t i o n a n d l ea s i n g to i n te r i o r d e s i g n d eve l o p m e n t a n d p ro j e c t d e l i ve r y

an average 17 percent reduction in project duration and 14 percent savings in labour costs. $425M Invested Across 55 Proptech Startups We’ve built commercial real estate’s most extensive proptech portfolio, including JLL Falcon, JLL Property

Assistant, JLL GPT and JLL Azara. Through JLL Spark Global Ventures, real estate’s only Corporate Venture Capital arm, we’ve invested over $425 million in more than 55 early-stage startups across construction tech, fintech, smart buildings and industrial tech. Across the Middle East we’re implementing BIM, IoT and digital

Schedule adjustments that once required weeks of manual coordination now happen in hours, letting teams maintain strategic focus rather than reactive firefighting.”

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J L L’s i n te g ra te d s e r v i c e s s u p p o r te d KA F D D M C eve r y s te p o f t h e way f ro m m a s te r p l a n n i n g to c o n s t r u c t i o n , rea l e s ta te m a n a g e m e n t , l ea s i n g a n d c o m m u n i ty m a n a g e m e n t

Involved Before Ground Is Broken Our involvement now begins before ground is broken, with Market Analysis and Capital Planning services helping investors optimise strategy and returns from day one. For giga-projects, our team represents clients through execution, managing budgets, timelines and quality, while sustainability and technology run in parallel, aligned with Vision 2030. Our partnership with KAFD, since 2017, spans the master plan through leasing strategy, helping it become the world’s largest LEED platinum-certified destination. Rethinking Value, Not Just Scaling It We’ve learned that success in fast-transforming markets means rethinking how we add value, not just scaling what worked elsewhere. Our Real Estate Knowledge Hub, with academic partners like Heriot-Watt University, addresses a widening skills gap in the Kingdom. Our stake in FMTECH, alongside Saudi Arabia’s Public Investment Fund, shifts us from projectbased relationships to

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collaborative platforms, and our Sports and Entertainment Hub positions us ahead of market development rather than waiting for demand to mature. AI Reshaping Real Estate, Three Ways Despite some volatility, particularly in energy markets, confidence in the long term is largely unchanged, and client conversations increasingly focus on resilience and forward planning. AI is reshaping real estate across three dimensions: its impact on the broader market, AI companies as major occupiers driving demand for data centres,

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twin technology on major projects, driving industrywide transformation.

and real estate itself as an active AI adopter. Regional digital transformation is positioning the UAE and Saudi Arabia to capture a meaningful share of technologydriven real estate demand.

While the real estate industry discusses digital transformation, we’re actively implementing it.”

One thing you know now that you wish you knew at the start of your career? Documentation is essential; writing it down and closing the loop is what separates good delivery from good intentions. Your favourite stage of a project and why? Mobilisation and handover, because early decisions quietly determine whether the years ahead run smoothly or in constant recovery. A building that genuinely moved you the first time you experienced it? Tadawul Tower at KAFD: the sense of arrival stayed with me, a reminder great buildings are designed around how people feel walking in. What is the first thing you check when you walk a site? The energy of the site: how tidy it is, how safety is respected, and how well the trades are coordinating.

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With the Yellow Lab, we are reimagining the entire design process through advanced computational workflows and generative design tools.”

9

Eng. Hamzeh Awwad CEO, AJi Group

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SAR 12-13Bn Managed Annually AJi manages a broad portfolio across the built environment, healthcare, infrastructure, and roads and transportation sectors, delivering approximately SAR 12 to 13 billion in construction value each year, with fees up to 3 percent of that figure. SDAIA Hexagon, World’s Largest Gov Data Center Our data centre, healthcare and infrastructure work is where boundaries are moving fastest. The SDAIA Hexagon Data Center in Salboukh, Riyadh, a 480MW Tier IV facility spanning over 30 million square feet, is set to become the world’s

largest government data centre by capacity, built to LEED Gold standards. Yellow Lab, AI Meets Parametric Design Through Yellow Lab, our internal innovation studio, we merge AI-driven design exploration with parametric modelling and digital twinning across live projects, letting clients experience spaces in VR before construction, accelerating decisions, testing buildability and reducing design iterations. Embedded As A Strategic Partner Our scope has shifted well beyond advisory. Clients now expect us to be true strategic partners, embedded in resolving their underlying business challenges, not just technical ones, staying

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10 engaged through the full project lifecycle as our strategies align with their longterm operational success. Plan Coordination Early, Not Late Multi-location projects taught us that logistics, integration and alignment across geographies become a challenge if left to chance. We now make rigorous early-stage coordination standard practice on every project, rather than absorbing surprises later. Talent Is The Defining Challenge Talent is the biggest challenge facing GCC consulting: acquiring and retaining professionals capable of keeping pace with rapid technological advancement and AI progress. Finding the right people to navigate that transformation is critical.

RAPID FIRE A project that looked impossible on paper but got built anyway? The EPMO project for Riyadh Municipality, AJi’s biggest assignment ever, delivered over 17,000 training hours and a 3X return most thought impossible. One thing you know now that you wish you knew at the start of your career? That patience and persistence matter more than simply moving faster. Your favourite stage of a project and why? Planning, because a wellplanned job is half done and sets the scene for everything that follows. A building that genuinely moved you the first time you experienced it? Witnessing the 2022 inauguration of the Asharqia Chamber of Commerce Tower in Dammam, as its architectural and engineering designer. What is the first thing you check when you walk a site? Safety, always, making sure everyone on that site goes home safe.

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Rick Hopper Managing Director, Middle East, Mott MacDonald

100+ Projects, AED 12Bn Under Management Mott MacDonald is managing more than 100 projects across the Middle East, worth around AED 12 billion in construction value. An Airport Is A Mini City We’re excited about expanding and modernising Saudi Arabia’s airports, large and small. An airport looks like one asset but works like a mini city, a transport hub, retail destination and energy system in one, transformed without disrupting operations or passengers. 20-30% Cost Efficiencies Through AI AI and parametric design drive our productivity. In masterplanning, AI optimises power network design for 20 to 30 percent cost efficiencies; it also cuts proposal time by half and review effort by up to 50 percent. The Right Partners Get Our A-Team Building strategic partnerships is who we are. Being selective means the right partners get our A-team across a project’s whole lifecycle. Co n fi d e n t Wo r ki n g Wi t h Uncertainty We’ve grown more confident with uncertainty. Projects often outpace defined technologies, so we think differently and work closely with specialist partners on adaptable solutions. Retaining Talent Is The Biggest Challenge Retaining talent is the GCC’s biggest challenge, and that isn’t changing. Our employee ownership model gives everyone a voice and a stake, so innovation and delivery follow.

The Middle East’s bold ambitions demand worldclass engineering solutions and highly skilled and talented people to bring them to life.”

RAPID FIRE A project that looked impossible on paper but got built anyway? Jewel Changi Airport’s domed roof, holding a 40-metre waterfall: pure engineering magic. One thing you know now that you wish you knew at the start of your career? A career is never a straight line, just twists, turns and unexpected opportunities. Your favourite stage of a project and why? Visioning, where the magic starts, though completion is the real reward. A building that genuinely moved you the first time you experienced it? Seattle’s Experience Music Project, Gehry’s shape-shifting ode to Jimi Hendrix. What is the first thing you check when you walk a site? My team’s wellbeing; I say hi to everyone first.

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Carlos Casado Partner, Middle East & Africa, Kearney 30+ Mandates, USD 200Bn Under Management Ac ro ss Ke a r ney ’s U r b a n , Real Estate & Infrastructure Development practice in the Middle East, we’re supporting more than 30 strategic mandates representing over US$200 billion in planned capital investment, spanning strategy, feasibility, capital allocation and delivery transformation for the GCC’s leading developers. Demand-Led, Not Supply-Led Development The most exciting developments aren’t defined by scale, but by the ambition of the economic transformation they enable. Across Saudi Arabia and the UAE, governments are designing new ecosystems around demand segments and future industries, a shift from supply-led real estate towards demand-led economic development. AI Woven Into How Decisions Get Made We’re not deploying AI as a standalone tool; we’re building it into how work happens, from demand scenarios to capital allocation, procurement and phasing decisions in near real time. The greatest value isn’t automating tasks, it’s how organisations learn faster and decide better. From Vision To Execution The era of strategy as a deliverable is over. Clients no longer want advisors who define a vision; they want partners who help execute it, translating strategy into investment decisions, governance

As we mark Kearney’s 100th anniversary, I genuinely believe AI represents the most profound transformation we’ve seen since the firm was founded.”

and delivery approaches that generate measurable economic value.

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Adaptability Over Ambitious Master Plans The best developments aren’t those with the most ambitious master plans, but the greatest capacity to adapt. We increasingly help clients replace static master plans with adaptive strategies, through continuous demand sensing, scenario planning and dynamic capital allocation.

A project that looked impossible on paper but got built anyway? Saudi Arabia and the UAE, setting a new path for how nations build cities.

Judgement Becomes The Scarce Resource AI is rapidly commoditising analysis, making deep sector expertise and execution experience more valuable, not less. The firms that stand out combine AI-enabled insight with practical development experience, helping clients adapt strategies continuously rather than relying on old assumptions.

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One thing you know now that you wish you knew at the start of your career? Success isn’t great projects, it’s institutions that outlast you. Your favourite stage of a project and why? The earliest stage, when bold ideas meet rigorous feasibility. A building that genuinely moved you the first time you experienced it? The Perito Moreno Glacier, nature’s creations still outdo ours. What is the first thing you check when you walk a site? Harmony, how people and workflows interact tells you everything.

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CONSULTANTS

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Alan Talabani Managing Director, Middle East, Turner & Townsend

Diriyah’s scale, complexity and long-term impact make it one of the region’s most significant programmes.”

500+ Projects, Several Hundred Billion In Value Turner & Townsend is supporting more than 500 active projects and programmes across the Middle East, spanning real estate, infrastructure, energy and natural resources, worth several hundred billion dollars. Diriyah’s Northern District, A New Urban Ecosystem Diriyah’s Northern District will make it a global centre of learning, home to the King Salman Foundation, museums, a university and a public square, combining culture, tourism, education and technology in one integrated development, preserving a UNESCO World Heritage site. HIVE : AI-E nabled Cos t Intelligence, Built In-House Digital delivery runs through our major service lines via HIVE, our AI-enabled benchmarking and parametric cost modelling platform, sharpening transparency and flagging risk earlier for greater cost and programme certainty. Before Ground Breaks, Long After Handover Our role now begins long before construction starts and continues well beyond delivery. Clients want strategic partners who shape investment

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decisions and manage portfolios, driving long-term value.

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Certainty Isn’t Built On Controls Alone Certainty cannot be achieved through controls alone. Amid supply chain pressures and rising complexity, successful delivery depends on early planning, integrated teams and real-time data.

A project that looked impossible on paper but got built anyway? One of our major Saudi programmes, nearing completion after being involved since concept — soon the largest urban park in the world.

Talent Is The Single Biggest Factor Talent. The pace of GCC investment is unprecedented, driving intense demand for experienced programme leaders and digitally enabled professionals who will determine whether the industry delivers the region’s growth agenda.

One thing you know now that you wish you knew at the start of your career? Projects succeed because of people and relationships, not just process and technical knowledge. Your favourite stage of a project and why? The final stages, when an ambitious vision becomes reality. A building that genuinely moved you the first time you experienced it? The Natural History Museum Abu Dhabi — a space built to spark curiosity on a grand scale. What is the first thing you check when you walk a site? Safety first, because everything else depends on it. Then organisation, progress and quality.

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There are no shortcuts in our industry; much of what we deliver rests on experience, technical expertise and a deep understanding of integrated design and construction.”

Simon Baines General Manager, House of Consulting Office (HCO), KSA

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00+ Projects, $15.3Bn Under Management HCO operates across a range of sectors in Saudi Arabia, spanning turnkey design and engineering, AoR/EoR services, Fire and Life Safety consultancy and SAIS compliance. In 2026 HCO manages more than 100 projects worth a combined USD 15.3 billion, across Riyadh, Jeddah, Khobar, Jubail and AlUla. New Murabba’s Mukaab, A New Benchmark One project pushing the boundaries of what is possible is New Murabba’s iconic Mukaab in Riyadh. Standing approximately 400 metres tall with around 2.6 million square metres of mixed-use floor space, it sets a new benchmark for urban development worldwide. Being part of the concept and schematic design team, coordinating global design leaders, was a defining experience for HCO.

but cannot replace the judgement complex projects demand. An Extension Of The Client’s Team We’ve seen a clear shift toward direct engagement with clients and end users through framework agreements, rather than a lead design consultant model. Being engaged directly, we become an extension of the client’s team, providing a fully integrated service from design and approvals through construction support and occupancy certification. Procurement Planning Is No Longer Optional O u r ha rde st l e sso n c o nc e r n s procurement: ensuring the right materials and specialist components are on site when needed remains one of the

AI Enhances, It Doesn’t Replace Judgement AI’s advances across design, engineering and construction are significant, but our approach is measured, not trend-chasing. There are no shortcuts in our industry; what we deliver rests on experience, technical expertise and integrated design knowledge. AI enhances those capabilities,

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industry’s greatest challenges, a shared responsibility across clients, consultants, contractors and suppliers. At HCO we now integrate procurement into design and delivery strategy, since early planning is no longer best practice, it’s a necessity. Talent, Backed By A 56% Local Content Score Talent remains the defining factor in our industry’s success. HCO holds an audited local content score of 56 percent, reflecting our commitment to developing Saudi capability, backed by mentoring programmes for graduates. With Saudisation requirements rising, developing local talent isn’t a compliance box to tick, it’s a strategic investment in our organisation and the Kingdom.

RAPID FIRE A project that looked impossible on paper but got built anyway? Maraya Concert Hall in AlUla, a fully mirrored landmark built in the desert with almost no infrastructure, now a symbol of Saudi ambition. One thing you know now that you wish you knew at the start of your career? Your team is everything; the right people working together make even the most complex projects achievable. Your favourite stage of a project and why? Handover, the moment an idea becomes a real, functioning asset and all the hard work comes together. A building that genuinely moved you the first time you experienced it? Maraya Concert Hall, its mirrored facade reflecting AlUla’s canyon from every angle, the world’s largest mirrored building. What is the first thing you check when you walk a site? The site entrance and setup; signage, storage and scaffolding tell you everything about safety culture within minutes.

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Clients should not pay consultants to inspect failure after it occurs, they should engage specialists early enough to prevent it.”

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14

Marco Fahd Group Chairman & CEO, Versatile Group

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CONSULTANTS

$62Bn Diriyah, $40Bn Qiddiya Versatile International is the Middle East’s first Stone Project Management Consultancy, appointed SPMC of record on Saudi Arabia’s two most significant destination-scale developments: the USD 62 billion Diriyah Gate, where we’ve served Diriyah Company since 2020 across more than 100 assets, and the USD 40 billion Qiddiya giga-project, launched in 2026. We also advise Al Futtaim Group Real Estate on natural stone projects. We sit within the wider Versatile Group, seven integrated businesses with more than USD 2.8 billion in work in hand in Australia and over 350 professionals. 700,000 Square Metres Of Riyadh Limestone No development in the world has attempted to manage natural stone at this scale: more than 700,000 square metres of Riyadh limestone across public areas, equivalent to 100 football pitches, plus 75,000 cubic metres of stone foundation plinths and kerb materials that would circle Riyadh. Our role spans heritage precincts, facades, luxury hotels and the public realm, with quality control across extraction, fabrication and installation. We also facilitated the opening of the Ministry-approved Riyadh Yellow Limestone quarry, a compliant national supply source for a material that defines the development’s identity. Human-AI Teams, 90% Faster Contracts Digital delivery runs through Versatile Group, from BIM coordination to supply chain platforms tracking material factory to site. Within stone consultancy, we’re formalising our Human-AI Teams Blueprint, embedding AI agents across development, construction, procurement and finance: a development intelligence agent cutting feasibility analysis from weeks to hours; a predictive estimating engine targeting 25 percent better accuracy; a smart procurement

agent cutting sourcing cycles by 60 percent; and a contract agent processing contracts up to 90 percent faster. We’re targeting 30 to 70 percent of workflows agent-augmented within three years, always with a human in the loop. In The Room Before Defects Appear The SPMC model we pioneered grew from a gap identified in 2019: natural stone defines the character of destinationscale developments, yet the traditional supply chain offered no specialist oversight proportionate to its significance, so we founded Versatile International to close it. Our scope runs the entire lifecycle, design review, procurement, quarry inspection, QA/QC, installation supervision and certification, meaning we’re in the room when specification and sourcing decisions are made, not called in once defects appear. A Category Is Proven By Delivery Our hardest lesson was that creating a new discipline means educating the market and proving the model at once, and the proof has to come first. In 2019 the industry didn’t know what stone project management consultancy was, so we learned a category is established by delivery, not argument; our performance across more than 100 task orders at Diriyah has done more to define the discipline than any business case. It also drove our Construction Pulse Survey, engaging nearly 200 senior professionals across Saudi Arabia and the UAE. Specialist Talent, Not A Strategy Paper Clients no longer want a strategy paper, they want partners with niche expertise working on the project every day, and the GCC’s giga-project pipeline is generating demand for judgement that can’t be generalised: deep expertise in materials, procurement, quarrying, fabrication and installation. Technology will accelerate that judgement, but it can’t replace it. We expanded our team by 50 percent in the first half of 2025 alone.

A digital twin cannot approve a quarry inspection, and an algorithm cannot arbitrate between design intent and fabrication reality.”

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A project that looked impossible on paper but got built anyway? Diriyah: 700,000 square metres of stone in one development, which pushed us to pioneer the SPMC model now backing Vision 2030.

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One thing you know now that you wish you knew at the start of your career? There is no there”: the moment you believe you’ve made it is the moment you stop building. Your favourite stage of a project and why? The early client meetings; a vision understood at the start is a vision delivered at the end. A building that genuinely moved you the first time you experienced it? The ANZAC Memorial in Sydney, proof that stone, in the right hands, carries memories across generations. What is the first thing you check when you walk a site? How the team is solving things together; it tells you instantly whether a project is on track.

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15

David Hutton Regional Director, Middle East, Ramboll

Behind the rides and the climatecontrolled Camel Rock sits engineering visitors never see: a single integrated MEP and crowdmovement design connecting the buildings and infrastructure of a nine-zone destination.

AED 2Bn+ Under Management Ramboll’s Middle East portfolio carries an estimated value of more than AED 2 billion, though certain project values remain confidential. Aquarabia And The Grand Mosque Two Saudi projects show where we’re pushing boundaries. Aquarabia at Qiddiya City is the Kingdom’s first water theme park, built in one of the driest places on earth around a single integrated MEP and crowd-movement design connecting a nine-zone destination. The Imam Mohammad Ibn Saud Grand Mosque, for Diriyah Company, unites cultural identity and community life in one integrated design for worshippers, for generations.

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Salah M. Baleed Director of Operations and Projects Development, ASICO Group

RAPID FIRE A project that looked impossible on paper but got built anyway? The AlUla Winter Camp: briefed in July, open by December. On paper, it simply couldn’t be done. One thing you know now that you wish you knew at the start of your career? Projects don’t fail on technical skill, they fail on poor preparation. Planning wins. Your favourite stage of a project and why? Concept. It’s where engineers push architects to be bolder than they dared imagine. A building that genuinely moved you the first time you experienced it? Valencia’s City of Arts and Sciences: engineering as pure art.

Digital Tools, Designed In From Day One E n e r gy e ffi c i e n cy, wa t e r management and lifecycle performance are designed in from day one, with digital tools and data-driven design cutting environmental impact while improving user experience and lifecycle value.

where early decisions carry through decades of operation.

From Advisor To Decision Partner Our role has changed from technical advisor to helping clients make better decisions earlier, bringing governments, developers, operators and communities around a shared vision, which matters most on giga-projects

Transformation At Pace The defining challenge ahead is transformation at pace, with talent, technology, sustainability and client expectations shifting at once. For Ramboll that’s an opportunity: combining technical excellence with digital innovation and integrated delivery.

What is the first thing you check when you walk a site? Safety first, then tidiness, then the vibe: collaborative, or defensive?

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Several Hundred Million AED Under Management ASICO manages a diverse portfolio across residential, hospitality, commercial, retail and fitout projects in the UAE, worth several hundred million dirhams. Our focus is long-term asset value, not just delivery. Integrated From Day One, Not Bolted On Our standout project is a mixed-use development integrating strategy, engineering, commercial management and operational planning from day one, optimising lifecycle cost and efficiency before construction begins. AI Supports Judgement, Doesn’t Replace It AI is a decision-support tool, not a replacement for engineering judgement. We use it to review documents, analyse tenders, flag risks and automate reporting, freeing teams to solve problems. Before Design, Through To Handover Clients now want partners who understand investment strategy, construction risk and commercial outcomes. Our role begins before design and continues after handover, since planning decisions carry a lasting cost impact. Governance Matters As Much As Engineering Governance matters as much as engineering. Even the best technical solution struggles without clear decision-making and stakeholder alignment,

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CONSULTANTS

so we’ve strengthened our governance and reporting structures. Multidisciplinary Talent Is The Defining Challenge Ta l e n t . Te c h no l o gy keeps evolving, but professionals combining technical expertise with commercial thinking and digital capability remain scarce. Multidisciplinary talent will define the future.

RAPID FIRE A project that looked impossible on paper but got built anyway? An SPI below 0.5 recovered — not through the schedule, but once the team aligned on priorities over positions. One thing you know now that you wish you knew at the start of your career? Perfection is a myth. Adaptability, empathy and momentum get things built. Your favourite stage of a project and why? The moment it stops being a concept and becomes dirt underfoot: “we’re actually doing this.” A building that genuinely moved you the first time you experienced it? The Museum of the Future — the calligraphy on its facade is the structure itself. What is the first thing you check when you walk a site? Hard hats worn without being told, edges barricaded, ladders footed. Culture reveals itself in five minutes.

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Talal Shair Chairman and CEO, Dar Al-Handasah

Design, Engineering And Everything Between Dar Al-Handasah is a m u l t i d i s c i p li n a ry consultancy offering design, planning, engineering, sustainability c o n s u l t i n g, project management, facilities management and digital solutions across buildings, cities, transportation, civil infrastructure, water and the environment. We’re the founder of Sidara, a global collaborative ranked among the top 10 international design firms by Engineering NewsRecord for more than 15 years, with a portfolio of over 4,500 projects valued at more than USD 500 billion across the Middle East, Africa, Asia and Europe. Lead Design Consultant, Al Re e m I s la n d Waterfront We’re currently lead design consultant on MERED’s waterfront development on Al Reem Island in Abu Dhabi, appointed in October 2025 to shape a project featuring highend apartments, sky villas, ocean villas and landscaped oasis gardens, designed by a Pritzker Prize and RIBA Royal G o l d M e d a l - wi n ni n g

Acquiring Wood is without a doubt the most ambitious venture in the history of Sidara, driving forward a longterm critical strategy of expanding and elevating our energy offering. Together with Wood, our people will be empowered to have far greater impact in two of the defining sectors of our time: energy and materials.”

architectural firm. Phase one is scheduled to launch by the end of this year, and our brief covers rigorous design oversight through to delivery. Half A Century Of Landmarks Across The Region We’ve had a presence in the UAE since 1971, from offices in Abu Dhabi and Dubai, and have delivered more than 450 projects here, including The Pointe at Palm Jumeirah, Palm Jumeirah Residences, Anantara Palm Jumeirah and Tiara Residences. Beyond the UAE, our portfolio includes Saudi Arabia’s Jeddah Central Development, Qatar’s Fairmont and Raffles Hotels in Lusail, and the Iconic Tower in Egypt’s New Administrative Capital. Wood Joins The Collaborative In March 2026, our parent group Sidara completed its acquisition of Wood, the global energy and materials consultancy, pushing the collaborative past 55,000 professionals and USD 8.5 billion in revenue. It gives our clients deeper access to decarbonisation and energy expertise alongside the design and engineering work we’re known for. CONSTRUCTION BUSINESS NEWS ME | AUGUST 2026 | 159

18

Craig Carter Managing Partner, CSQ Project Development Consultants

40+ Projects, AED 8.5Bn Under Management CSQ is currently managing more than 40 live projects across the UAE, Saudi Arabia and the UK, with a combined construction value of approximately AED 8.5 billion, comprising AED 8 billion in new build and AED 500 million in fit-out work. Our Building Surveying team also runs more than 100 inspection mandates, and our valuation specialists have assessed assets worth AED 60 billion in insurance value. Our focus remains seniorled delivery, commercial certainty and long-term client relationships.

What makes One Maryah Place significant is not only its scale and ambition, but its role in shaping the future of Abu Dhabi’s financial district.”

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One M a rya h P la c e , Redefining ADGM One Maryah Place shows how Abu Dhabi’s commercial landscape is evolving. Co-developed by Aldar and Mubadala Investment Company, the two-tower scheme will deliver around 98,000 sqm of premium Grade A office space in ADGM, the capital’s international financial centre on Al Maryah Island, responding to growing demand from regional and international businesses. As Development Management Consultant, we help manage d e l i ve r y, coordinate stakeholders and maintain focus on programme, quality

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and commercial objectives. Targeting LEED Gold certification and an Estidama 3 Pearl rating, it’s setting a higher benchmark for workplace quality and reinforcing ADGM’s position as a global business destination. More Time To Think, Not To Think For Us AI is becoming another member of the project team, but not the project manager. We’re integrating AI and digital tools to support meeting capture, reporting, forecasting and data analysis; AI co-pilot tools help our teams record minutes, summarise actions and track follow-ups, freeing time otherwise spent on administrative processing. The value is not that AI thinks for us, but that it gives our people more time to think properly. Combined with BIM, it supports earlier risk identification and stronger coordination, without replacing professional judgement.

RAPID FIRE

An Extension Of The Client’s Team Today’s clients expect more than project delivery; they expect a strategic partner working alongside them from the earliest stages. Increasingly, we’re involved before construction begins, helping clients assess opportunities, define strategies, ma na ge r i s k a nd ma ke commercially informed decisions, acting as an extension of their team, coordinating consultants, challenging assumptions and protecting programme and budget. That’s where the greatest value sits: decisions made at the

O n e M a r ya h P l a c e r i s e s a s a d e f i n i n g a d d re s s i n A b u D h a b i ’s f i n a n c i a l d i s t r i c t

outset shape cost, programme, quality and long-term asset performance. Design Momentum Without Commercial Proof Design momentum can quickly become wasted effort if commercial foundations aren’t confirmed at the outset. On some projects, design progresses too far before budget, target returns, unit mix and wider feasibility assumptions have been fully tested, and projects can reach tender stage before misalignment with cost expectations becomes clear, so redesign then costs time, money and confidence. It’s changed how we work: we’re now more direct in putting advice forward early, even when it means challenging assumptions or

slowing a decision down. Successful projects are built on clarity, not assumptions. Talent, Not Just Tools While technology and AI will keep reshaping the industry, talent is the defining challenge for consulting in the GCC. The concern isn’t just finding enough people, it’s the skills gap created when juniors aren’t trained in fundamentals like measurement, analysis, checking, reporting and technical review, tasks where judgement and professional instinct are built. Technology can improve efficiency, but it can’t replace accountability or critical thinking, or the ability to understand the detail behind a decision. Firms that invest in mentoring, chartership and real project exposure will be best placed to support clients.

The value is not that AI thinks for us, but that it gives our people more time to think properly.”

One thing you know now that you wish you knew at the start of your career? No one starts out knowing everything. The real skill is listening, learning and having the confidence to keep showing up. Your favourite stage of a project and why? The RFP stage — the first chance to understand the client, put the right team forward and show how we can shape a project’s success. A building that genuinely moved you the first time you experienced it? Abu Dhabi Global Market. After working on it from 2008 to 2015, walking through the lobby and seeing it full of people was genuinely moving. What is the first thing you check when you walk a site? Whether it’s safe to walk in first. You can’t manage a project if you don’t make it past the entrance.

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Clients do not benefit from long reports that hide the main issue. They need honest advice, clear options, and early warnings allowing them enough time to act.”

budgeting, procurement strategy and site selection, through to construction, fit-out and handover. Success isn’t just time and budget, it has to support the client’s broader business goals. Delay Is The Costliest Decision The hardest lesson we’ve learned is that delaying a difficult decision only increases its complexity and cost, rippling across design, procurement and budget. We now flag critical decisions as early as possible. Talent Will Define The Next Three Years Talent will define consulting across the GCC over the next three years, as projects grow more complex and client expectations widen. Recruitment alone won’t solve it; firms must invest in developing professionals through real project exposure.

19 Natasha Abbas Project Director, North 51 Consulting 5 Mandates, USD 20M Across Dubai North 51 Consulting is managing five active Dubai mandates, including CMPLX in Al Quoz, White House Villa and a private villa in Al Barari, worth approximately USD 20 million. As lead consultant, our scope spans project, cost and contracts management, design management and procurement. Four projects complete in early Q4. CMPLX, Al Quoz’s Warehouses Reimagined CMPLX in Al Quoz is our most ambitious project: a 15,376 sq ft warehouse conversion

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into a lifestyle destination with a yoga and Pilates studio, a cultural centre, and a roastery and restaurant. The challenge i s p rese rvi n g i nd u st ri a l character while integrating new mezzanines and forwardthinking MEP. 150 Man-Hours Saved A Month We use digital document management, collaborative re p o r ti n g, c ost t ra c ki n g and model-based design coordination so everyone works from one accurate source of truth. AI now helps us analyse project data, cutting reporting and coordination time by around 150 man-hours a month. Strategic Advisor Before Design Is Even Finished Our involvement now often begins before design is finished, supporting feasibility,

RAPID FIRE A project that looked impossible on paper but got built anyway? China Tang at The Lana, Dorchester Collection, delivered exactly as planned. One thing you know now that you wish you knew at the start of your career? It’s not about having every answer, it’s clear communication. Your favourite stage of a project and why? The beginning, when mapping out delivery creates the greatest value. A building that genuinely moved you the first time you experienced it? Sagrada Familia in Barcelona and the Burj Khalifa, both feats of engineering. What is the first thing you check when you walk a site? The surroundings, accessibility and constraints shape how I plan the project.

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CONSULTANTS

Dubai’s real estate market continues to demonstrate resilience and maturity across all asset classes. Strong fundamentals, supported by population growth, economic diversification, and sustained investor demand, continue to position Dubai as a leading global real estate destination. Even amid evolving regional dynamics, the market remains well-positioned for long-term growth.”

20 Said El Haouasli CEO, Land Sterling

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A Consultancy Built Across Six Cities Land Sterling has operated for more than 16 years, headquartered in Dubai with offices spanning Abu Dhabi, Algiers, Leeds, London and Riyadh. We’re regulated by the Royal Institution of Chartered Surveyors and work to International Valuation Standards Council frameworks, offering project management, cost consultancy, building consultancy, facilities management consultancy, strategic advisory and property valuation as a full lifecycle, onestop service across residential, commercial, retail and industrial real estate. From Facilities Management To The C-Suite My own background is in community and facilities management across the MENA region, backed by an MBA in operations management and a degree in electrical engineering. That combination shapes how I lead here, pairing technical grounding in contract negotiation, procurement and cost modelling with the strategic view needed to run a full-lifecycle consultancy. 45,000+ Residential Transactions In Q1 Alone Our Q1 2026 Dubai Property Watch report recorded more than 45,000 residential

transactions worth over AED 136 billion, up year-on-year in both volume and value, with more than 8,000 new units delivered in the quarter. Demand stayed concentrated in off-plan activity, reflecting continued investor confidence even amid evolving regional dynamics. Office Ownership On The Rise Dubai’s commercial office market delivered nearly 971,000 sq ft of new space in Q1, concentrated in hubs like DIFC and Dubai Internet City, alongside a 75% year-on-year jump in sales transactions as businesses increasingly buy rather than lease to secure long-term occupancy. Retail Steadies, Industrial Tightens Retail recorded over 23,000 transactions, with average lease rates rising despite a slight dip in leasing volumes. Industrial continued its upward run, passing 31,000 transactions, with rental rates climbing across warehouse and labour accommodation as logistics and construction-related demand keeps supply tight. Reading The Market Quarter By Quarter We publish Dubai Property Watch every quarter, alongside dedicated reports for Abu Dhabi and the Northern Emirates, to give clients a consistent, data-led read on where each asset class is heading rather than a single annual snapshot.

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Tariq Chauhan Co-Founder and Vice Chairman, EFS Facilities Services Group

USD 2Bn Backlog, Built On SelfPerformance EFS currently has a contract backlog in excess of USD 2 billion across the region, contracts already awarded and scheduled for delivery over the next two to three years. Our core strength is Integrated Facilities Management, delivered largely through a self-performing model rather than layers of subcontracting, which gives clients a single point of accountability instead of a chain of finger-pointing when something goes wrong. Our advantage is bringing multiple specialised services together

under one accountable structure, which is what large, assetheavy portfolios across the GCC increasingly want from a partner. 9,000+ Suppliers, Built On Repeat Performance We operate a mature supply chain of more than 9,000 supplier and subcontractor partners across our countries of operation. That breadth is a function of scale and longevity, built up over years rather than assembled for a single tender. More importantly, it speaks to continuity: a network of this size is not built through transactional tendering, but through discipline and longterm relationships sustained across many contract cycles, which is exactly what clients are auditing for now. 2% Of Topline, 10% Efficiency Gains Over the past year, we invested up to 2% of our topline in people and technology. On the workforce side, that meant structured technical training, certification and supervisory development through our in-house academy. On the technology side, we expanded CAFM, IoT-enabled asset monitoring and analytics-led planned maintenance, alongside automation and robotics in cleaning and routine inspection tasks, moving us from reactive repairs to predictive intervention. The return has been up to 10% efficiency gains through productivity improvements, alongside internal career progression of 7 to 8%, meaning trained staff move up rather than move on. That retention is as valuable to us as the productivity number itself.

The result is a sector where capable firms fail for liquidity reasons rather than performance reasons, and where quality is quietly sacrificed to protect margin.”

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Payment Terms Are The Industry’s Real Fault Line The one structural problem I’d fix is payment terms and risk transfer. Sub-contractors sit at the end of the cash-flow chain yet carry the highest proportion of fixed cost, payroll, accommodation, transport, materials, none of which can be deferred while a client’s payment

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SUB-CONTRACTORS

The bigger shift is to the business model itself, from headcountbased service contracts to outcome- and performancebased agreements, underpinned by data, ESG obligations and asset-life accountability.”

is still working through approvals. Contracts are still too often awarded on lowest price rather than deliverability, then loaded with unbalanced liability, retention and extended payment cycles. That imbalance is why viable, competent firms go under even when the work itself was delivered well, and it’s a problem the whole ecosystem eventually pays for.

day. It’s the kind of mobilisation that either proves an operating model or exposes it, and it proved ours.

47 Schools, 1,200 Staff, 26 Days Our clearest example is mobilising for an international education company, one of the world’s largest private school operators. We were required to take over facilities management across 47 schools, deploying more than 1,200 staff, within a 26-day window, against an immovable deadline, because the academic term could not slip by a single

Consolidation, Then Specialisation, Then A New Business Model Where the sector is heading in five years is all three, in sequence. Consolidation is already underway, client procurement is moving toward fewer, larger, integrated partners, and firms without scale or balance-sheet strength will be absorbed or exit. Alongside that, genuine specialisation will command a premium: data centres, healthcare, district cooling and energy performance work require certified, hard-to-replicate capability that generalists cannot deliver. That’s the shift clients should be procuring for now, not after their competitors already have, because retrofitting a contract for outcomes is far harder than designing one that way from the start.

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Ratheesh Kumar Executive Director, Al Shirawi Interiors

50+ Developers And Main Contractors We actively partner with more than 50 leading developers, clients and main contractors across the UAE, including Majid Al Futtaim, Select Group, DIFC, Al Hamra, Al Naboodah, H&H, Sobha, SRG and leading international hotel operators, reflecting our reputation for reliability, financial strength and consistent delivery. Sharjah Factory Capacity Doubled Over the past year, we expanded our Sharjah joinery factory, doubling manufacturing capacity while investing in digital project coordination, advanced production equipment and workforce t r a i n i n g, i m p r ovi n g productivity, reducing lead times and enabling us to deliver larger, premium projects.

AED 500M+ In Fully Integrated Fit-Out Al Shirawi Interiors is currently executing projects worth over AED 500 million across the UAE. Our core competitive advantage is delivering fully integrated interior fit-out through in-house Civil, MEP, Joinery, Upholstery, Architectural Metalworks and Solid Surface capabilities, giving us greater quality control, faster delivery and cost certainty.

Rebalance The Risk In The Supply Chain The biggest structural issue is the imbalance of risk within the supply chain. It affects how confidently specialist contractors can invest in people, innovation and productivity, and it’s something the industry urgently needs to address. DIFC Square, Precision At Scale Our delivery of DIFC Square proved the value

of our integrated model. Close coordination between our manufacturing and site teams kept programme milestones on track while delivering the premium quality expected of one of Dubai’s most prestigious commercial developments. Specialised, Tech-Driven, Vertically Integrated The GCC subcontracting sector will become more specialised, t e c h n o l o gy - d r i ve n and vertically integrated, with clients increasingly favouring financially strong partners capable of delivering complete turnkey solutions.

RAPID FIRE Best site you have ever worked on, and what made it special? DIFC Square — its technical complexity, premium standards and collaborative team made it exceptional. The biggest misconception about sub-contractors in this industry? That we simply execute drawings. In reality, we solve problems and drive project success. A deadline you will never forget? Delivering hospitality projects ahead of opening dates, where every day mattered. One tool or piece of equipment that changed how your team works? Digital project management and BIMbased coordination. How do you unwind after a project handover? Time with family, reflecting on lessons learned before the next challenge.

Fairer payment cycles, better scope definition and earlier contractor engagement would enable specialist contractors to invest more confidently in people, innovation and productivity.”

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Nathan Hanns

Managing Director, ALEMCO Multi-Billion Dirham Portfolio, Beyond MEP ALEMCO is currently delivering a multi-billiondirham portfolio across the GCC. Our heritage is rooted in MEP delivery, but our real strength today lies in providing integrated engineering, manufacturing, technology and project delivery solutions across the full asset lifecycle. Integrated Through ALEC Holdings Our primary focus is supporting key clients directly, while leveraging the capabilities of ALEC Holdings to deliver fully i n t e gra t e d s o lu t i o n s spanning engineering,

manufacturing, technology and construction across the region.

standards of quality, particularly on complex, mission-critical projects.

BIM, Modular And Digital Controls Over the past 12 months, we’ve invested heavily in BIM-enabled delivery, modular construction m e t h o d o l o gi e s , a d va n c e d manufacturing, digital project controls and workforce development, resulting in improved productivity, greater programme certainty, enhanced supply chain visibility and reduced rework.

Industrialisation, Digitalisation, Integration The future will be defined by industrialisation, digitalisation and integration, with the most successful companies combining engineering expertise, advanced manufacturing, smart technologies and lifecycle services into a single delivery platform.

Value, Not Lowest Cost Procurement still rewards lowest cost over long-term value. I’d like to see the industry move away from that and toward value-based partnerships that recognise innovation, quality, delivery certainty and long-term asset performance. Digital Engineering Meets Offsite Manufacturing One of our greatest strengths is combining digital engineering, offsite manufacturing and integrated delivery to help clients achieve demanding programme milestones while maintaining the highest

I would like to see the industry move away from lowest-cost procurement and towards valuebased partnerships that recognise innovation, quality, delivery certainty and long-term asset performance.”

RAPID FIRE Best site you have ever worked on, and what made it special? The best sites are always where engineering excellence, innovation and collaboration come together to achieve something genuinely exceptional. The biggest misconception about sub-contractors in this industry? That we’re all the same and can be picked on price. Specialists shape programme certainty, quality and the entire asset lifecycle. A deadline you will never forget? Every project has its own challenges; overcoming them alongside your team is what makes it memorable. One tool or piece of equipment that changed how your team works? Integrating engineering, procurement and offsite manufacturing into a single delivery model. Next is a fully connected digital ecosystem linking clients, consultants and suppliers in real time. How do you unwind after a project handover? I spend time with my family.

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Murali S.

Delivering the MEP scope for the Dubai Exhibition Centre in less than a nine-month programme is a testament to leadership, structured planning, technical depth and disciplined execution.”

Managing Director, Al-Futtaim Contracting AED 3 Billion Backlog, MEP At The Core Al-Futtaim Contracting Group, formerly Al-Futtaim Engineering & Technologies, carries over five decades of legacy across the UAE, Saudi Arabia, Qatar and Egypt, and we currently hold a backlog of more than AED 3 billion. MEP is our core competitive advantage, sitting alongside fit-out, construction, facilities management and technology solutions, with the UAE and Saudi Arabia as our two priority growth markets. 142 Villas At Eden Hills, Our Newest Award Our latest award is the main construction contract for 142 ultra-luxury villas at Eden Hills, H&H’s flagship nature-led community in Dubai, across four bespoke five-bedroom collections designed by Loci, targeted for completion in 2028, building on other recent residential wins including Eden House and Al Badia Terraces. Dubai Exhibition Centre, Nine Months To BCC Our clearest recent proof of delivery under pressure is the MEP scope at Dubai Exhibition Centre in Expo City Dubai. We reached Building Completion Certificate status and full operational readiness within nine months, logging over four million man-hours safely with more than 200 engineering staff and 2,000 skilled workers at peak, work that included roughly 90 kilometres of LV cabling and 18,080 lighting fixtures, coordinated extensively through BIM.

growing Energy & Sustainability division delivering sustainable upgrades across retail assets, moving AFCG from a legacy contractor toward a nextgeneration, smart-build pioneer in the MEP landscape.

Building An AI Strategy On Top Of The Legacy Group-wide, we’re now building out an artificial intelligence strategy alongside a

From Etihad Rail To Red Sea Global Beyond Dubai, our portfolio spans the Al Faya Depot for Etihad Rail,

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IKEA fit-outs in Abu Dhabi and Fujairah, ongoing MEP works at Al Hamra Entertainment Complex in Riyadh and Yas Water World Abu Dhabi, and resorts including The Cove and The Reef within the Red Sea Global portfolio, the breadth we’re counting on as the sector consolidates around fewer, larger integrated players.

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5

Marco Tellarini

Senior Vice President, Europe, Middle East and Africa, ABB Electrification Service

Retrofits Extending Asset Life By 30 Years ABB Electrification Service’s competitive edge lies in shifting the focus from product delivery to lifecycle value. Under my leadership, we’ve advanced predictive asset management, digital protection systems and retrofit strategies that extend the life of critical infrastructure by up to 30 years, improving reliability and energy capacity without the carbon and capital burden of full replacement, a shift that’s redefining how the industry measures value across the region. USD 2M Training Centre, 2,000 Engineers A Year In 2025, we opened a USD 2 million AI and digital solutions Training and Customer Ex p e r i e n c e Centre in Dubai, designed to train approximately 2,000 engineers annually in predictive maintenance and smart asset management. It’s accelerating the region’s shift from reactive maintenance towards condition-based performance models. Move Beyond CapitalHeavy Replacement Cycles The industry still defaults to capital-heavy replacement cycles. I’d like to see customers move towards c i r c u l a r, u p gra d e - l e d strategies, not just as a compliance exercise but where the payoff shows up in lower operating costs and stronger asset performance

over time. That’s the mindset we’re pushing across our customer base. Bab Onshore Field, 1,200 Square Kilometres At the Bab Onshore field upgrade in Abu Dhabi, spanning 1,200 square kilometres, we integrated automation, electrification and telecommunications into a single unified digital architecture, delivered within tight shutdown windows through precision cross-regional engineering coordination. At Jindal Steel Sohar in Oman, we modernised ageing protection relays while retaining more than 90 per cent of existing switchgear infrastructure, boosting performance without the cost of full replacement. Digitalisation As The Engine Of The Transition Digitalisation is the engine of the energy transition. By embedding intelligent monitoring, predictive analytics and cloudenabled connectivity into both new and legacy systems, we help customers gain real-time visibility into asset health, energy performance and operational risk, building a culture of performance and sustainability while engineering the capabilities that will define tomorrow’s energy systems.

Data-driven modernisation is a commercially viable path to decarbonisation.”

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That subcontractors are just another supplier. We see them as valued partners, and strong relationships and clear communication are essential to delivering the highest standards for our clients.”

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Stuart Harrison CEO, Emrill

290+ Contracts, 9% Growth In 2025 Since becoming CEO in 2019, we’ve grown Emrill into one of the UAE’s leading total facilities management providers. We manage more than 290 active contracts across residential, commercial, hospitality, healthcare, education and logistics, with 9% revenue growth in 2025, 70+ new contract wins, and a 97.7% resident satisfaction rate. 5.4 Million Tasks Through Techsphere Techsphere, our digital FM platform, has managed more than 5.4 million tasks using AI-driven analytics, predictive maintenance and real-time reporting, giving us sharper visibility and efficiency. A New Warehouse In Ras Al Khor In 2026, we opened a new Central Warehouse in Ras Al Khor, cutting travel and response times across Dubai. Recent mobilisations span One Za’abeel, Peninsula One, Nikki Beach Resort & Spa and The Royal Stables, alongside multiple projects for Wasl and Emaar. WWW.CBNME.COM

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12,000 People, 27.7 Million Safe Manhours Across 12,000 employees, we invest in wellbeing through A Better You and hands-on leadership engagement. We’ve logged more than 27.7 million safe manhours, and Emrill Energy’s AI-driven HVAC retrofits have delivered 14% verified energy savings, earning us the Dubai Chamber ESG Label and eleven consecutive CSR Labels.

RAPID FIRE Best site you have ever worked on, and what made it special? Every site gets the same high-quality attention, regardless of size. The biggest misconception about sub-contractors in this industry? That we simply execute drawings. In reality, we solve problems and drive project success. A deadline you will never forget? Cleaning up Downtown Dubai after New Year’s Eve, hundreds of us mobilising the instant it ends. One tool or piece of equipment that changed how your team works? Techsphere, real-time visibility that drives genuine efficiency. How do you unwind after a project handover? We don’t. In facilities management, it’s always on to the next one.

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SUB-CONTRACTORS

Sahul Hameed Senior General Manager, BETAM

AED 200M Active, AED 300M In Pipeline B E TA M i s c u r re n t ly delivering A E D 200 million in active MEP projects across Dubai and Abu Dhabi, backed by AED 300 million in pipeline. Our core strength is MEP execution for residential and commercial assets, with a specialty in sustainable retrofit engineering. Five-Plus Partners, MegaScale To Bespoke We’re partnered with more than five main contractors and developers, from tier-1 global firms to boutique developers and private estate owners, reflecting a reputation built on consistent delivery rather than dependence on any single client. 25-30% Resource Savings Through Ekthaar Over the past year, we strengthened our Engineering & Estimation division with 3D BIM modellers and MEP design engineers, digitising our workflows. Our Ekthaar Sustainable Solutions R&D has generated 25-30% resource savings by repurposing construction waste into efficiencies we apply directly to project execution. Payment Cycles Are Financing The Chain The industry leans too heavily on sub-contractors to bridge cash flow

Payment cycles! Sub-contractors are in effect financing the entire supply chain, carrying the cost while they wait on retention releases and certified payments to clear.”

gaps across the chain. Standardising and accelerating payment timelines would free up working capital for training, technology and safer, more productive sites. Co m p r e s s i n g The Programme, Not The Standards On a recent Design & Build assignment, we compressed the services installation programme to stay compliant with specifications while meeting an aggressive handover date, without compromising our retrofit sustainability standards. Co n s o li dat i o n A n d Specialisation, Side By Side The GCC sub-contracting se c t o r i s he a d i n g toward dual movement: consolidation among generalist players as margins tighten, and a rise of specialist firms in sustainable retrofit, rail and infrastructure MEP who can prove measurable ESG outcomes.

RAPID FIRE Best site you have ever worked on, and what made it special? High-intensity sites where every discipline hits absolute precision. The biggest misconception about sub-contractors in this industry? That we just execute labour— we absorb the technical complexity, the financial exposure and much of the innovation. A deadline you will never forget? A retrofit handover with zero downtime and full ESG compliance. One tool or piece of equipment that changed how your team works? 3D BIM—reactive fixes on site became proactive planning before mobilisation. How do you unwind after a project handover? A quiet walk through Ekthaar Farm, our circular-economy showcase.

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Five years from now, I expect the word ‘subcontractor’ to be doing a lot less work than it does today.” AED 230M Across Modular Bathroom Pods And Cabinets DuPod is a modular manufacturing provider, covering modular bathroom pods and bespoke cabinets, executing more than AED 230 million across those projects. Our advantage is that design and delivery are one connected flow: BIM clash-resolved before anything is cut, feeding production and our ERP directly at unit level.

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RAPID FIRE Best site you have ever worked on, and what made it special? Our own production plant in Dubai, no waste, no argument about quality.

Ihab Ramlawi Co-Founder & Managing Director, DuPod

The biggest misconception about subcontractors in this industry? As a manufacturer, we lead the R&D behind every product we make. A deadline you will never forget? 150 hotel rooms, finished in our factory, delivered to NEOM in 55 days. One tool or piece of equipment that changed how your team works? The DuPod Platform, one record per unit from model to installed position. How do you unwind after a project handover? By giving the credit back to the people who earned it.

Re p e at B u s i n e s s Fro m Shapoorji Pallonji, UNEC, AMANA We work with main contractors including Shapoorji Pallonji Middle East, UNEC, ASTRA, AMANA (DuBOX) and ECC, and across Red Sea Global with Depa, Domopan and Elegancia. Modular asks a contractor to trust that what arrives on a truck is genuinely finished; a contractor returning for a second project is the only endorsement that means anything. 40% Fewer Defects, 15% Lower Unit Price Our main investment was connecting BIM, our Oracle Fusion ERP and the DuPod Platform into one system. On a recent programme, defects fell 40%, first-pass yield rose 30%, inventory accuracy moved from 75% to 99%, cutting unit price by 15% on the same factory footprint. Modular Expertise Comes In Too Late The one problem I’d fix: modular expertise is brought in too late, after a package is priced around decisions made without it, and designs aren’t frozen when they

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need to be, meaning every late change means re-engineering. 700 Bathroom Pods For Red Sea Global Our clearest example is Red Sea Global: around 700 finished bathroom pods for Fairmont, Jumeirah and Four Seasons, delivered during 2025. Rather than moving finishing trades to one of the region’s hardest sites, we manufactured the units complete, so the site received a closed scope. Subcontractor Won’t Mean What It Does Today T he se c t o r s p li t s : subcontractors who stay labour-based will keep competing on price, while those who productise what they do will compete on certainty. The pipeline across hospitality and real estate is too large for traditional delivery, so industrialisation becomes arithmetic.

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A.R. Suresh Kumar Head, International Operations Business Group & Vice President, Voltas Limited At Antonovich Group, our mission is to transform visions into reality through unparalleled craftsmanship and innovative design. We believe in creating spaces that not only embody luxury but also enhance functionality and comfort.”

Three Decades At Voltas, Since 2018 Leading IOBG Voltas is a flagship Tata enterprise, and I’ve spent more than three decades h e r e, gr owi n g fr o m management trainee to leading one of the MEP sector’s most respected businesses in the GCC. Since 2018, I’ve headed the International Operations Business Group across the UAE, Oman, Qatar, Bahrain and Saudi Arabia. An Order Book Above INR 6,200 Crores Under IOBG, we’ve built a consolidated order book exceeding INR 6,200 crores, spanning HVAC, electrical, plumbing, firefighting, ELV, district cooling and solar systems. A Modular Factory In Jebel Ali We’ve established a MEP prefabrication and modular solutions factory at Jebel

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Ali, central to how we deliver efficiency at scale. Digital Tools As Part Of How We Deliver, Not Bolted On Technology is now core to how we run projects: site teams use tablet-based applications, managers track progress on real-time dashboards, and leadership can pull any report from their phones. A Global Footprint Beyond The Gulf Beyond the GCC, Voltas has operated in close to 40 countries outside India, from Singapore to Russia and Mauritius, run from our Dubai headquarters.

We have reached a stage wherein these digital interventions are not mere tools but part of our project delivery model.”

10 Katrina Antonovich Founder and CEO, Antonovich Group

From Structural Design To Full Turnkey Delivery Antonovich Group is a fully integrated practice I founded in 2010, covering structural, architectural and interior design, fit-out and project management. We’re headquartered in Dubai with branches in Riyadh, Miami and London. A Team Built In-House, Start To Finish Our architects, engineers and project managers work alongside our own in-house manufacturing facilities and flagship showroom in Dubai, so a project moves from concept to bespoke furniture without leaving our supply chain. Underwater Bedrooms On The World Islands One of our most ambitious recent projects is a villa

on Dubai’s World Islands, with underwater bedrooms and bathrooms that offer a genuine marine experience. Presidential Palaces And Royal Residences We’ve built a client base that includes world leaders and royal families, delivering presidential palaces and resi de nc es t ha t b l e nd opulence with timeless elegance, sourcing fabrics from France, Turkey and Italy. Villas, Hotels And Offices, Under One Roof We ’r e ISO 9001:2015 certified, and our services run from interior design and architecture through construction and full turnkey fit-out, covering villas, hotels, retail and offices, alongside our own MEP arm, all under one roof.

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Ignacio Gómez Global Design Principal, Aedas

5 Projects, 199,419 Sqm Across The GCC We’ve completed five projects in the GCC over the past three years, with a combined floor area of approximately 199,419 sqm. Several of the construction values remain confidential, so we don’t publish a combined figure. Designing For What Comes Next The ENOC Service Station of the Future represents my design philosophy well because it began with a question about change. We were designing for the present, but also asked what might happen as mobility evolves and petrol pumps are no longer needed. Could the architecture adapt rather than become obsolete? Could the site return to the community as a gathering place rather than a refuelling one? That conversation turned a

Performance and emotion can belong to the same architectural idea.

conventional building type into a longerterm proposition, anchored by the ghaf tree as a conceptual reference for shelter and endurance. Good architecture should respond clearly to its purpose while leaving space for another life. Speed Without Compromise The greatest pressure in fast-growing markets is often speed. Briefs evolve quickly, programmes compress, and decisions must sometimes be made while context is still changing. The challenge

is moving quickly without reducing architecture to an immediate response. At the start of each project, we establish clear principles: how the building relates to its place, how people will experience it, and what should remain relevant long after the brief has changed. Speed is part of working here; our role is to ensure it

R o o m B a l c o ny O ve r l o o k i n g T h e Po o l ​ o f Fo u r S ea s o n s H o te l D i r i ya h

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produces clarity rather than compromise. Two Different Ideas, Often Confused Sustainability and biophilic design are related but not interchangeable. Su st a i na bi li ty re d u c es e nvi ro n me n t a l i m p a c t through energy, water, materials and the longterm life of a building. Biophilic design restores people’s connection with nature, which doesn’t mean abundant vegetation in an arid region where that consumes water. It can come through natural light, views of sky and landscape, natural materials and seasonal awareness. The aim isn’t to make every project look green, but to create a meaningful relationship between people, architecture and environment. Regulation provides a baseline, and clients increasingly set their own ambitions, but our responsibility must begin earlier, asking what sustainability and biophilia genuinely mean for each place. At-Turaif’s Intelligence, Not Its Imagery The influence changes with every commission. Location and history come first, followed by the client’s brief and the experience they’re seeking. Our role is to understand those conditions before introducing an external idea. In our current work in Diriyah, At-Turaif is an essential reference for its architectural intelligence,

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shaping how we think about climate, privacy and shared space. On another project, geology, movement or infrastructure might provide the starting point. Each site has to set its own terms before any outside idea is brought in. The Building That Came To Define An Era I would choose the Burj Khalifa, an extraordinarily sophisticated building that succeeds programmatically, functionally, technically and symbolically, but above all I admire it for its beauty, the way sunlight continually transforms its surface so it appears alive and constantly changing. It became more than an icon; it captured the ambition of a particular time and place and came to define an era. Today, architectural ambition in the Middle East is broadening beyond scale alone. The next challenge is buildings where technical achievement, environmental intelligence, cultural meaning and beauty are inseparable.

At-Turaif’s intelligence lies in the thermal mass of its walls, the privacy and ventilation of its courtyards, and the shade and collective experience of its narrow streets.”

RAPID FIRE Sketch on paper or straight to digital? Paper first. A material you are obsessed with right now? Stone offcuts and recycled stone. Waste can become a character. What does light do in your favourite building? It brings the building to life, different every time you encounter it. What is the most underrated building in the GCC right now? The region’s old water towers, or khazzans, with a quiet monumentality in historic infrastructure. If you could redesign one public space in Dubai or Riyadh, what would it be? Dubai’s Jumeirah Beach promenade, a more generous, continuous civic space linking city and sea.

A e r i a l Vi ew s C a p e l l a D i r i ya h H o te l

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Joe Tabet

Founder & Managing Director, JT+Partners

9.45 Billion Dirhams Of Trust Over the past three years, JT+Partners has delivered landmark hospitality, mixeduse, residential, commercial and civic projects across the GCC, representing more than 1,041,280 square metres of built development and a combined construction value of approximately AED 9.45 billion. While these figures reflect the scale of our work, they are ultimately a measure of the trust our clients place in us. As architects, our responsibility extends beyond delivering buildings, we create places that respond to their context, enrich communities and stand the test of time. That philosophy has guided JT+Partners since its inception. We measure success not just in square metres delivered, but in how those places continue to serve the people who use them. Blurring Architecture Into Landscape Our work on Anantara Mina Al Arab Residences best represents our design philosophy. The conversation wasn’t about creating another luxury waterfront development,

Sustainability is no longer an add-on; it is becoming the foundation of good design.”

it was about defining a lifestyle rooted in nature, wellbeing and authenticity. That distinction shaped every design decision. We focused on blurring the boundaries between architecture and landscape, allowing the natural setting to become an integral part of the experience. For me, great architecture begins with listening carefully enough to uncover the real ambition behind the brief, not simply responding to the programme. It’s a project I keep returning to as proof

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that architecture works best when it steps back and lets the landscape lead. Growth Without Repetition Growth should never become an excuse for repetition. The commercial realities of today’s market demand efficiency, but efficiency does not have to produce generic architecture. Every project starts with understanding its place, culture and future community before we think about form. We’ve challenged clients to invest in public spaces, landscape and human experience because these elements create longterm value. The most enduring work rarely comes from the fastest delivery; it comes from projects people continue to value decades later. Buildings That Perform Because They Feel Better Today it’s all three: regulation, client demand and selfinitiation. Regulations have accelerated progress and clients increasingly recognise sustainability as good business, but our responsibility as architects goes further. We see biophilic design as a way of improving quality of life rather than simply achieving c e r t i fi c a t i o n s . Wh e t h e r through passive design strategies, natural ventilation, native planting or stronger connections to daylight and landscape, we aim to create buildings that perform better because they feel better. That thinking is becoming the baseline for how we design, not an optional extra bolted on at the end. Thirty Years Of Listening After more than three decades in practice, I’ve realised that my greatest influence comes from the journey itself. Every project, every client, every city teaches you something new. Rather than following a particular architect or movement, I’m constantly

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refining a design philosophy shaped by experience, curiosity, and the belief that architecture should always respond to people, place and purpose. It’s less about who I follow and more about staying curious enough to keep learning from every commission. Contributing What Comes Next I don’t usually look at architecture through the lens of wishing I had designed someone else’s work. Every project belongs to its author and its time. What interests me more is what we can contribute next. If architecture in the Middle East is heading anywhere, I hope it’s towards creating places with enduring cultural value rather than simply pursuing iconic forms. That’s the measure I hold myself to on every new project we take on.

RAPID FIRE Sketch on paper or straight to digital? Paper first. The best ideas deserve the freedom of a sketch. A material you are obsessed with right now? Natural stone, because it carries permanence, texture and a sense of place. What does light do in your favourite building? It transforms architecture into emotion. The most underrated building in the GCC right now? The Sheikh Zayed Desert Learning Centre in Al Ain. If you could redesign one public space in Dubai or Riyadh, what would it be? Dubai Creek, strengthening its connection between heritage, public life and the waterfront.

A n a n ta ra R e s i d e n c e s o n H aya t I s l a n d o f f e r s a rc h i te c t u ra l l y re f i n e d s ea f ro n t l i v i n g , c a s c a d i n g v i l l a s a n d g l a z e d a p a r t m e n t s s h a p e d by t h e f l u i d i ty o f t h e s ea . R o o te d i n T h a i a n d A ra b i a n d e s i g n t ra d i t i o n s , t h e i n te r i o r s p a i r c l ea n l i n e s w i t h o rg a n i c tex t u re s

The most successful developments are rarely those delivered the fastest. They’re the ones people still connect with decades later.”

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Paolo Testolini Global Design Director ERA-co (Part of the 7C network)

We’re reinterpreting traditional urban principles, shaded streets, courtyards, walkability and mixed-use neighbourhoods, to create contemporary places that respond to climate and strengthen community life.”

Thirty Projects, One Region Across our 7C network, including Woods Bagot and ERA Co, we’ve completed more than 30 projects across the GCC over the past three years, spanning mixed-use, hospitality, workplace, residential, education, civic, masterplanning and urban design, shaping cities across Saudi Arabia, the UAE and the wider region.

RAPID FIRE Sketch on paper or straight to digital? Paper first, always. Ideas should be free to fail before they’re made precise. A material you are obsessed with right now? Locally sourced limestone. What does light do in your favourite building? It makes architecture measurable through time and space; light itself becomes spatial poetry in motion. The most underrated building in the GCC right now? The King Abdulaziz Center for World Culture, Ithra. If you could redesign one public space in Dubai or Riyadh, what would it be? The roundabout at Palm Jumeirah’s entrance. It deserves to become a worldclass observation park framing the skyline, the way Wadi Hanifah deserves to be Riyadh’s defining ecological public space.

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A Canal Rewrites Jeddah Marafy, Jeddah best represents our philosophy, building on lessons from Aljada and Dubai Design District. It started with a question: how can major infrastructure become a catalyst for urban life rather than a barrier? It grew into designing an entirely new piece of city centred on an 11km canal, establishing a new model for canal living where investment, culture and everyday life reinforce one another. The Superplot Payoff Commercial success and lasting architecture should reinforce each other. We start with the longterm urban framework, supported by climate-responsive public spaces, mobility and a strong sense of place. Our superplot strategy for d3, developed over a decade ago, enabled significant density increases without major infrastructure change; on Marafy, we’ve created walkable, adaptable neighbourhoods tied to Jeddah’s identity. Sustainability, Built In Sustainability is fundamental to how we design, not an overlay.

Our approach draws on the 7C network’s Impact Futures research platform, spanning climate, culture, community, conservation, commerce, creativity and technology, letting us embed passive design, biodiversity and circular material strategies from the earliest planning st a ges , ra t he r t ha n treating sustainability as something added at the end. Reinventing The Gulf Street The transformation of Saudi Arabia’s cities, and the chance to make Gulf cities more permeable and pedestrian-friendly, is our greatest influence right now. Whether in Riyadh, Jeddah or Dubai, our ambition is to design cities that prioritise people and everyday experience as much as buildings. Global Ambition, Local Roots The Louvre Abu Dhabi. It shows how architecture can express cultural identity, environmental performance and civic generosity at once, reflecting a regional ambition to be globally significant while staying rooted in local culture and climate.

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Alina Valcarce Founder and Design Director, Valcarce Architects

The building is only one component of the experience. The landscape, the interiors, the light and even how someone arrives are all part of the architecture.”

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Beach Walk And Breeze By Danube: Resort Living, Every Day Beach Walk Residence on Dubai Islands, together with our recently designed Breeze by Danube, best represents our practice’s philosophy. Though developed for different clients, both were driven by the same question: why should resort living only exist during holidays? In Beach Walk, we blurred the boundaries between architecture, interiors and landscape through generous outdoor terraces, fluid forms, lush planting and hospitalityinspired amenities. Breeze by Danube, inspired by the movement and calmness of a sea breeze, was conceived to evoke lightness, wellbeing and a sense of escape within an urban setting. I’ve always believed architecture should shape how people feel, not simply what they see; we design complete living environments where architecture,

interiors and landscape become inseparable. Commercial Success Should Be The Outcome Of Good Design Fa s t - g r owi n g m a r ke t s demand speed, efficiency and commercial performance, but I don’t believe those priorities should come at the expense of meaningful architecture; in fact, they can reinforce one another. Rather than competing through larger apartments or more luxury finishes, we focused on creating a stronger lifestyle proposition, i n t e gra ti n g a rc hi t e c t u re, landscape and wellness into one cohesive experience that was commercially attractive because it was emotionally e n ga gi n g . D eve l o p e r s increasingly recognise that memorable architecture creates

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ARCHITECTS

RAPID FIRE Sketch on paper or straight to digital? Always paper first, technology just helps bring the strongest ideas to life. A material you are obsessed with right now? Low-carbon, locally sourced materials that age beautifully. What does light do in your favourite building? It gives architecture emotion, transforming spaces throughout the day. The most underrated building in the GCC right now? Al Bahar Towers, Abu Dhabi, its responsive façade is an identity in itself.

L aye re d fa ç a d e s , g e n e ro u s te r ra c e s a n d c o n s i d e re d p ro p o r t i o n s c rea te d e p t h w h i l e s t re n g t h e n i n g t h e re l a t i o n s h i p b e twe e n i n s i d e a n d o u t

If you could redesign one public space in Dubai or Riyadh, what would it be? Dubai Creek, into one of the world’s great waterfront public realms.

Ve r t i c a l r hy t h m a n d f l ow i n g f o r m s g i ve t h e a rc h i te c t u re a d i s t i n c t i d e n t i ty w h i l e re s p o n d i n g to l i g h t , v i ew s a n d i t s s u r ro u n d i n g c o n tex t

differentiation: buildings with a clear identity age better, retain value longer and create stronger communities. Nature As Part Of The Architecture, Not Added Afterwards For us, sustainability begins long before technology or certifications, it starts with good design. Biophilic thinking is fundamental to almost every project we undertake, influencing how buildings are oriented, how natural light enters a space, how cross-ventilation is achieved and how outdoor living is encouraged. Many

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of these ideas originally came from our own design philosophy; today, clients increasingly request them because they recognise that wellbeing, sustainability and commercial value are becoming inseparable. Regulations are helping raise standards, but the real shift is happening because developers and end users now understand that healthier environments are simply better places to live. Designing For Balance In Denser, Faster Cities As our cities become denser and our lives increasingly fast-paced, I believe architecture has a responsibility to create places that restore a sense of balance, where natural light, landscape, fresh air and outdoor living are not amenities but essential parts of everyday life. This thinking runs through every project we undertake, from luxury residences to hospitality developments, as we explore how architecture, interiors and landscape can work together to

encourage wellbeing and human connection. I believe the future of architecture isn’t about creating more iconic buildings; it’s about creating healthier, more meaningful places that positively impact the people who experience them every day. Louvre Abu Dhabi: A Building That Belongs To Its Place If I had to choose one building in the Middle East I wish we had designed, it would be the Louvre Abu Dhabi by Jean Nouvel. What makes it extraordinary isn’t simply its iconic form, but the way it responds to climate, culture and human experience simultaneously; the dome transforms intense desert sunlight into one of the most memorable spatial experiences in contemporary architecture. It represents the direction I believe architecture in the Middle East is taking, moving beyond landmarks that are memorable purely for being large or visually striking, toward projects that create meaningful experiences and improve people’s lives.

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5 Henrique Dias Principal & Middle East Hospitality Director, DLR Group

5 Projects, 373,402 SQM, USD 794 Million Over the past three years, DLR Group has completed five built projects across the GCC, with a combined GFA of approximately 373,402 square metres and an estimated construction value of USD 794 million, spanning MixedUse and Hospitality and integrating Architecture, Interior Design, Landscape and Master Planning as one coherent whole. Liwan Najd: 600,000 SQM Built Around A Wadi Liwan Najd in Riyadh best represents my design philosophy. The client’s ambition was clear: contribute to the city with a genuine understanding of Saudi culture, so we studied why Saudi architectural details exist, not just what they look like. We organised the 600,000-squaremetre, 2,500-home development around a central wadi, a social and ecological spine connecting homes, hospitality, workplaces, retail and

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community spaces. The project has since won a 2026 International Architecture Award. SUMOU: The Public Realm As The Organising Structure SUMOU in Al Khobar, a 299,500-square-metre mixed-use development, shows commercial performance and lasting architecture reinforcing each other: rather than treating the public realm as leftover space, we used shaded pedestrian routes and gathering spaces as the organising structure. Sustainability follows the same logic: in an arid climate it starts with orientation, massing and shade, not certifications. Every Detail Should Earn Its Place Right now I’m most influenced by design with a clear reason behind every decision: identifying what’s truly essential and removing anyt hing t ha t does n’t strengthen the project. The smallest details carry the greatest influence, and I’m increasingly drawn to architecture that grows from

its location rather than buildings conceived as isolated sculptures. Louvre Abu Dhabi: A Building I Wish We’d Designed The one building I wish we had designed is the Louvre Abu Dhabi by Jean Nouvel, which resolves symbolism, climate, structure, movement and emotion through one extraordinary architectural idea, moving beyond spectacle toward buildings where technical innovation, cultural meaning and human emotion are inseparable. Sketch on paper or straight to digital? Paper first, the hand often discovers relationships before software resolves them.

RAPID FIRE

A successful project must work commercially, but it must also create identity, belonging, and an experience that people want to return to.”

A material you are obsessed with right now? Local stone, given depth, shadow and texture rather than reduced to a decorative skin. What does light do in your favourite building? It makes weight disappear and transforms climate into emotion. The most underrated building in the GCC right now? Mleiha Archaeological Centre in Sharjah, quiet and inseparable from the landscape it protects. If you could redesign one public space in Dubai or Riyadh, what would it be? Sheikh Zayed Road, into a shaded boulevard connecting neighbourhoods rather than separating them.

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ARCHITECTS

6

Michael Magill

RAPID FIRE Sketch on paper or straight to digital? Digital sketching has created a new, dynamic workflow that speeds up how ideas move from concept to detail.

Global Design Lead & Managing Director, RSP Dubai

A material you are obsessed with right now? Exposed concrete is the new marble, raw, honest and everywhere on our desks right now.

Four Landmarks, AED 10Bn Underway RSP has no completed built projects in the GCC within the last three years. We have four major hospitality d eve l o p m e n t s under construction: Nobu Hotel & Residences in Abu Dhabi, Karl Residences in Dubai, Armani Hotel in Riyadh and The Ritz-Carlton Keturah Resort in Dubai, with a combined construction value of AED 10 billion. Nobu’s DNA, Translated Into Space The project that reflects our design approach most right now is Nobu Hotel & Residences in Abu Dhabi. Our design conversation started with how we translate the Nobu brand DNA into an experience for the end user, reflected in the spatial qualities, materiality and overall essence of the design. Co m m e rc i a l De c i s i o n s , Guided By Vision Fast-growing markets like the UAE and Saudi Arabia demand speed, efficiency and commercial viability, but those priorities should never come at the expense of quality or context. The key is establishing the right design principles from the start. The Wilds is a strong example: rather than maximising development at the expense of the landscape, the masterplan was organised around existing ecological WWW.CBNME.COM

What does light do in your favourite building? Light works as a visual filter, creating moments between different spaces as you move through a building. If you could redesign one public space in Dubai or Riyadh, what would it be? The Urban Arrival experience from Dubai International Airport, it deserves to feel as considered as the flights themselves.

systems, native planting and walkable public spaces, achieving commercial objectives while creating longterm environmental and social value. Sustainability As Standard, Not Checklist Sustainability and biophilic design are no longer specialist considerations, they’re fundamental to how we design. Regulation and client ambitions have accelerated this shift, but many principles are now self-initiated from the earliest stages. Projects like The Wilds place ecological systems at the centre of the masterplan, while Nobu Hotel & Residences uses landscape, natural light and indoor-outdoor living to enhance wellbeing. We see sustainability and biophilia as ways to create places that perform better and age more gracefully. AI As A Collage Machine For Ideas Artificial intelligence is driving new design thinking, letting us quickly prototype ideas and collage different concepts into one project, opening up more abstract thinking that reflects an ever-changing society.

We believe lasting architecture isn’t created by resisting commercial realities, but by ensuring every commercial decision is guided by a clear design vision that responds to people, place and climate.”

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T

wo Billion Dirhams Of Scale Over the past three years, Godwin Austen Johnson has delivered approximately 200,000 sqm of gross floor area across the GCC, with a combined construction value exceeding AED 2 billion. These projects reflect our ability to deliver complex, highperforming architecture that responds to climate, context and community needs, and the depth of our regional expertise in creating enduring places. People First, Then The Plan Dubai College best represents our people-first design philosophy. It began not with a conventional schedule of accommodation, but with conversations about how students learn, collaborate and belong. Those insights became design drivers for adaptable, sustainable, future-ready architecture, an approach that now shapes our wider portfolio, from schools and hospitality to residential communities and masterplanning. Architecture That Belongs To Its Place We aim to deliver not only commercial value but a sense of identity. Rather than applying a universal

Successful cultural architecture is not defined by iconic form alone, but by its ability to tell stories, reflect identity and inspire future generations.”

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Avinash Kumar Executive Director, Godwin Austen Johnson

design language, we create architecture authentic to its region, from Najdi principles in Saudi Arabia to the UAE’s architectural he r i t a ge, reinterpreting narratives, materials and urban character rather than repeating a generic formula. S u s ta i n a bi li ty, N ot A Certificate Sustainability is embedded from the earliest design decisions, not added to achieve certification. Our c li m a t e - r e s p o n si ve approach considers orientation, materials, energy performance and operational resilience, pairing passive strategies like shading and natural ventilation with efficient active systems. We Design Experiences, Not Buildings Design thinking begins with people. We engage clients, end users and stakeholders to understand their challenges and aspirations. By asking the right questions and challenging assumptions, we look for opportunities beyond the original brief, improving f u nc ti o na li ty, e ffi c i e ncy, wellbeing and adaptability along the way. Success is measured by how effectively our work improves lives.

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Beyond Icons, Toward Identity We aspire to contribute to the region’s cultural landscape t h ro u g h m u s e u m s a n d heritage institutions that

shape national identity. Our understanding of local culture and craftsmanship lets us approach these landmark projects with authenticity and sensitivity, creating buildings that sensitively reinterpret regional principles and environmental response through a contemporary architectural language.

RAPID FIRE Sketch on paper or straight to digital? Sketch on paper. Ideas feel more instinctive when they begin by hand. A material you are obsessed with right now? Low-carbon concrete panels and solid aluminium with low-VOC finishes; raw texture, durability and responsible What does light do in your favourite building? It continually refreshes the space as time changes. The most underrated building in the GCC right now? Dubai’s Al Fahidi Historical Neighbourhood, for its climatic intelligence and human scale. If you could redesign one public space in Dubai or Riyadh, what would it be? The ground plane around Sheikh Zayed Road, not another icon, but a shaded, walkable civic spine.

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ARCHITECTS

8

Mahmoud Shahin Design Group Director, P&T Group

Beyond Grade A PIXEL DHCC at Dubai Healthcare City reflects my belief that architecture should balance performance, wellbeing and commercial value. The brief began as a Grade A office building but evolved into a broader q u esti o n : how c a n a workplace support wellbeing? The response combines interlocking volumes, shaded edges, planted terraces and generous daylight, targeting LEED Platinum certification, while an open ground level connects the building directly to the public realm around it. Commercial Ambition, Human Scale Fast-growing markets bring commercial pressures, but I don’t see commercial viability and good design as opposing forces. Dubai CommerCity shows how commercial ambition can coexist with lasting design, meeting demanding programme and delivery targets while still feeling like a connected place rather than a collection of buildings. The challenge is understanding constraints WWW.CBNME.COM

early and using them to inform the design. Experience B e fo re Technology Sustainability in our current work is shaped by client ambition and regulation, but it’s also something we actively strengthen. At PIXEL DHCC, it begins with the experience of the building rather than technology alone, with daylight, orientation and walkability integrated into the concept. Substance Over Trend I’m focused on architecture that remains relevant b ey o n d short-term trends. I’m interested in contextual design and long-term performance, in how proportion, shade, daylight and materiality can create identity without unnecessary gestures. The challenge is to deliver density, efficiency and commercial value while creating places that feel humane, contextual and built to last. The Icon In The Details The Louvre Abu Dhabi. It brings architecture, engineering, landscape, climate and cultural identity together in one clear idea, its strength lying in the filtered light and sequence of spaces beneath the dome. That’s what I think architecture in this region is moving toward: ideas that hold together rather than isolated gestures.

In fast moving markets, image can easily outweigh substance.”

Sketch on paper or straight to digital? Sketch first, then digital. Ideas need to breathe before they’re refined.

RAPID FIRE

Seven Projects, One Clear Value Over the past three years, P&T Group has completed approximately seven projects across the GCC, representing around 120,000 square metres of GFA and an estimated construction value of AED 435 million, work that spans hospitality, commercial and mixed-use typologies across the region.

A material you are obsessed with right now? Natural stone, detailed with precision rather than applied as finish. What does light do in your favourite building? It makes time visible. The most underrated building in the GCC right now? The Bahrain National Theatre, still underrated for its clarity and restraint. If you could redesign one public space in Dubai or Riyadh, what would it be? The spaces beneath and around Dubai Metro stations, currently leftover, but full of potential.

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Yahya Jan

President and Design Director, NORR Group

3 Projects, 170,000 SQM Across Dubai We’ve completed three projects in Dubai over the last three years: Ciel Dubai Marina, an 82-storey hotel, LIV Marina, a 45-storey residential tower, and Al Badia Terraces, a low-rise residential development. Combined, their Gross Construction Area, inclusive of basements and parking, is approximately 170,000 square metres. Ciel Dubai Marina: Art, Science And An Atrium That Breathes Ciel Dubai Marina is the project I most often point to as an example of bringing Art and Science, Architecture and Engineering, together. It’s an experiment in how density and building height

can combine with landscaped gardens and terraces, drawing external ambient air into atrium gardens to reduce operational energy consumption. Great work is always the result of teamwork, and working closely with The First Group as developer was a genuinely rewarding experience. Thoughtful, Even Slow, Over Fast Our best work is often done thoughtfully, even slowly. We all need to respond to the needs of fast-growing markets like the UAE and KSA, and that’s exciting in many ways, but we also need to protect the space that allows designs to carry real meaning. Co n t ext And Commonsense, Not A Catchphrase For me, a word like sustainability is just another way of saying our designs should be grounded in context and commonsense. Given the tremendous growth of our urban centres, past and forecast, our clients largely understand this, and are receptive to designs that respect the e nvi ro n m e n t and are conscious of construction’s longterm carbon impact. Designing For How Our Demographics Are Changing Our region’s demographics are one of the most interesting aspects of urbanisation to understand and address. If we

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can do that with renewed sensitivity to our population’s needs, balanced against our environment’s, we’ll have done well. The Real Question Is Where Urbanism Is Heading We admire plenty of buildings designed by others in the Middle East, but we’re more obsessed with what we can do than wishing we’d designed theirs. The real challenge isn’t just where architecture is heading, it’s where urbanism is going: how our cities are designed for livability, appropriate density, shared public space, connectivity and long-term sustainability.

Speed can be a danger to producing buildings that have a lasting positive impact on our cities.”

RAPID FIRE Sketch on paper or straight to digital? Always paper first, followed by physical massing models. A material you are obsessed with right now? Concrete. What does light do in your favourite building? Light creates architecture in all great buildings. The most underrated building in the GCC right now? Trade Center, Sheikh Zayed Road. If you could redesign one public space in Dubai or Riyadh, what would it be? The green space, roundabout and road network between Jumeirah Emirates Towers and DIFC. WWW.CBNME.COM

ARCHITECTS

The success of a project is measured not only by how it looks, but by how it is experienced for generations to come.”

qualities that give a project its identity. Our projects move at an incredible pace; the key is ensuring speed doesn’t mean short-term thinking, by making the right decisions early and protecting the value-creating elements throughout. Sustainability, Not A Separate Layer Sustainability is not an independent objective, it’s integral to how we design. Client ambitions and evolving regulations continue to influence the industry, but our approach is guided by the belief that responsible architecture should respond intelligently to its context, resources and users.

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Tariq Khayyat

Co-founder & Managing Director, TKDP

that is contemporary yet rooted in its context. Speed Without Short-Term Thinking Growth creates opportunity, but it also brings responsibility. Our approach is to understand the context before responding to the brief, meeting commercial objectives without losing the

The H Residence And The Fold Over the past three years we’ve completed The H Residence and The Fold, with a combined floor area of approximately 50,000 sqm.

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An Icon Beyond The Skyline Dubai Trade Centre marks a defining moment in Dubai’s evolution: architecture with a lasting impact that shapes a city’s identity and economy, not just its skyline. That shift is where I think the region is heading next.

Sketch on paper or straight to digital? Every project begins with a sketch. Technology develops the idea, it doesn’t define it.

RAPID FIRE

Khalid Bin Sultan City, A New Identity Khalid Bin Sultan City best represents our design philosophy because it challenged us to define the character of an entire community, not just its architecture. From the outset, the focus was on a lasting identity, where people feel connected to the buildings and the spaces between them. Drawing on the sculptural language of BEEAH Headquarters and the natural landscape, we developed a response

Simple Moves, Richer Language We’re interested in how simple design moves, changes to massing, shading, materiality or the public realm, can transform a development’s character without changing its programme or cost. Nature remains our richest source of inspiration, alongside local culture and community habits.

A material you are obsessed with right now? GRP and concrete, for turning complex geometries into refined, buildable architecture. What does light do in your favourite building? It’s the final architectural material, completing the dialogue between nature, built space and the life within. The most underrated building in the GCC right now? BEEAH Headquarters. It may not occupy a prominent place on the skyline, but it’s one of the GCC’s most thoughtful contemporary expressions. If you could redesign one public space in Dubai or Riyadh, what would it be? The spaces between buildings, streets and landscapes, so community isn’t lost amid rapid urban growth.

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CBNME / INTERVIEW

Omesh Kumar Gurnani, CEO & Founder of Neoterra Developments

BEYOND BRICKS AND VIEWS Omesh Kumar Gurnani of Neoterra Developments, says buyers are placing greater emphasis on quality, transparency, community, and long-term investment value Words by: Reeba Asghar

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BEYOND BRICKS AND VIEWS

and how does Neoterra translate that philosophy into its projects? Amenities attract attention, but long-term value comes from intelligent planning, build quality and sustainable investment potential. I believe successful developments should remain desirable years after completion. That’s the standard we hold ourselves to at Neoterra Developments, every project is approached with a longterm mindset, built around efficient layouts, quality execution and communities designed to continue meeting residents’ needs while continuing to deliver strong returns for investors.

Dubai’s property market has evolved remarkably over the past decade. Looking ahead, what do you believe will define the next generation of residential developments, and where do you see the greatest opportunities for developers willing to think differently? The next generation of residential developments will be defined by liveability, adaptability and long-term value. Buyers want homes that support modern lifestyles while remaining strong investments. At Neoterra Developments, we believe successful communities will combine thoughtful design, wellness, environmental responsibility and smart technology. In my view, the developers who succeed won’t be the ones simply launching buildings, they’ll be the ones building complete, considered communities. That distinction, I believe, is what will shape Dubai’s next phase of growth and deliver value that homeowners and investors can rely on for the long haul. Today’s buyers appear to be making decisions based on far more than location and price. From your perspective, what fundamental shift have you observed in buyer expectations, and how should developers respond to meet those changing priorities? Today’s buyers are far more informed and value conscious. They look beyond location and price to assess quality, transparency, functionality and the developer’s reputation. Buyers want confidence that their investment will continue performing over time. At Neoterra Developments, we’ve built our approach around that expectation, prioritising practical, liveable layouts, uncompromising construction quality and a customer-first philosophy that stays with buyers throughout their entire ownership journey, not just at the point of sale. In a market where many developments compete on amenities and aesthetics, what do you believe truly creates long-term value for homeowners and investors,

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The UAE has become a magnet for international investors and residents from diverse backgrounds. How has this changing demographic influenced your approach to design, planning, and the overall customer experience at Neoterra Developments? Dubai’s international appeal has fundamentally reshaped how developers think about residential living. Buyers come from diverse backgrounds but share similar expectations around quality, convenience and trust. At Neoterra Developments, we respond to that diversity by designing homes with flexibility and building customer experiences that feel seamless and intuitive, whether you’re an end user putting down roots or an investor building a portfolio. Ultimately, I believe understanding how people actually live is every bit as important as understanding where the market is heading. Real estate is increasingly expected to deliver not just buildings but meaningful lifestyles and communities. How do you approach creating developments that remain relevant and desirable years after completion, rather than simply meeting today’s trends? Creating lasting communities begins with understanding how people live, not simply following design trends. Trends fade; the fundamentals of good living don’t. I believe every development should actively encourage wellbeing, everyday convenience and a sense of belonging among the people who call it home. At Neoterra, we design environments that stay functional and desirable well beyond the ribbon-cutting, through careful planning, quality construction and amenities built to support everyday life for years, not just for the launch brochure. Technology, sustainability, and evolving patterns of urban living are reshaping the industry. Which of these forces do you believe will have the greatest impact on Dubai’s residential sector over the next decade, and how is Neoterra preparing for that future today? Technology is the greatest catalyst, because it’s the thread that ties the other two together. Smart homes and efficient building management systems don’t just add convenience; they make sustainability achievable at scale and change

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CBNME / INTERVIEW

how people experience where they live. I have learnt that flexibility matters just as much as innovation itself, because technology never stands still. We build with that in mind, embracing future-ready planning that supports sustainability, operational efficiency and an enhanced customer experience, today and as the landscape continues to shift. If you were designing a residential community for the next generation rather than today’s market, what would it look like, and what do you believe developers still underestimate about the future of urban living? A community built for the next generation would put flexibility, walkability, wellness and human connection at its very core. Homes need to adapt as lifestyles change, and neighbourhoods need to be designed so that people bump into one another and build a community, rather than simply living side by side as strangers. If I’m honest, I think this is exactly where the industry falls short, developers routinely underestimate just how much the experience of community

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matters, focusing instead on square footage and finishes. Our ambition is different: we want to create places where people enjoy living, working and growing together, not just occupying space. If you could define the legacy Neoterra Developments aims to leave on Dubai’s urban landscape over the next ten years, what would you want homeowners, investors, and the wider community to say about the company’s contribution? Ten years from now, I want Neoterra Developments to be remembered for communities that stood the test of time and enriched Dubai’s urban landscape, not merely occupied a corner of it. I want homeowners to feel proud of where they live, investors to point to tangible, long-term value, and the wider community to benefit from thoughtful development. Ultimately, our legacy won’t be measured in square metres or towers completed, it will be defined by trust, quality, innovation and developments that continue enriching lives long after we’ve moved on to the next project.

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CBNME / FACILITIES MANAGEMENT

THE INTELLIGENT I FM REVOLUTION

n today’s business environment, facilities management has evolved far beyond building maintenance and reactive service delivery. Organisations increasingly seek partners who contribute to operational resilience, business continuity, sustainability, and long-term asset performance, with success measured by how effectively problems are prevented.

Khansaheb Facilities Management is redefining facilities management through Digital Twin technology, predictive analytics, and integrated engineering expertise, helping organisations move from reactive maintenance to intelligent, data-driven operational performance.

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Khansaheb Facilities Management (KFM) is at the forefront of this shift, combining technology, data, and engineering expertise to deliver facilities management as a strategic business function. As a leading integrated FM provider, KFM helps organisations maximise operational

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THE INTELLIGENT FM REVOLUTION

extend asset life cycles, optimise maintenance costs, and improve overall reliability. For businesses, the impact goes far beyond engineering. Downtime affects productivity, customer experience, operational continuity, and financial performance. Predictive services help minimise disruption while ensuring critical assets continue operating at peak performance. KFM’s approach combines Digital Twin technology with integrated facilities management, managed services, energy management, 24/7 service centre operations, CAPEX and OPEX planning, and expert engineering support. These capabilities work together as a single intelligent operational ecosystem, aligning facilities performance with broader business objectives. This partnership model enables organisations to make better long-term investment decisions. Data-driven insights support asset replacement, optimise maintenance, reduce energy consumption, improve sustainability performance, and strengthen capital planning, resulting in greater operational resilience and improved return on investment. efficiency, enhance asset value, and achieve measurable business outcomes. One of the key drivers of this transformation is Digital Twin technology. KFM is the first facilities management provider in the UAE to fully integrate Digital Twin technology into its day-to-day operations, giving clients a realtime virtual view of their assets and facilities. The platform enables continuous monitoring of critical systems and supports faster, more informed decision-making. Digital Twin technology enables predictive maintenance by using live operational data to identify issues before failures occur. By analysing performance trends in real time, KFM can help reduce unplanned downtime,

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The strength of this approach is reflected in KFM’s recent growth. Over the past year, the company has recorded a three-fold increase in overall business, driven by an expanding client base and a growing portfolio of prestigious contracts across both government and private sectors. This growth reflects rising demand for technology-led facilities management and confidence in KFM’s ability to deliver long-term value. Facilities management should be viewed as a strategic enabler of business success. By combining industry expertise with Digital Twin technology and predictive analytics, Khansaheb Facilities Management helps organisations move toward proactive performance management and future-ready infrastructure.

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CBNME / SUPPLIER

Serdar Lulecioglu, Consultant for Business Development in Data Centers at Daikin Middle East and Africa

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ver the past decade, Gulf nations have been building data centers in one of the world’s most extreme climates.

Ac ross t he re gi o n , s u m me r temperatures continue to rise, and with thousands of servers operating continuously, this is placing considerable strain on digital infrastructure. As a result, higher thermal loads are being compressed within smaller spaces, prompting data centre operators to adopt advanced cooling technologies. Modern cooling systems account for approximately 40% of total data center energy consumption,

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HOW THE GULF’S EXTREME SUMMER HEAT CHALLENGES DATA CENTER INFRASTRUCTURE

meaning inefficiencies risk shortening equipment lifespans and increasing operational costs.

enabling operators to focus on performance, sustainability, and growth,” Serdar says.

According to Serdar Lulecioglu, Consultant for Business Development in Data Centers at Daikin Middle East and Africa, the Gulf’s extreme climate is driving innovation in cooling technology. “Building and operating data centers in one of the world’s most demanding environments requires a different approach to efficiency and resilience. As AI adoption accelerates, the region is becoming a valuable testbed for advanced cooling solutions such as liquid cooling, direct to chip cooling, CDUs and hybrid cooling architectures can help to shape global infrastructure strategies.”

As data centers continue to underpin the Gulf’s digital economy, efficient and reliable cooling has become critical. Cooling is moving from being an MEP component to becoming a strategic part of data center resilience. Daikin has long recognized the role of intelligence in optimizing performance, developing solutions such as iPlant Manager, which uses machine learning and predictive controls to improve chiller plant efficiency, reduce energy consumption, and provide real-time operational insights. For Daikin the opportunity is to say “We are not only supplying cooling units we are designing cooling resilience for extreme climate data centers”

At the same time, reducing water consumption is one of the most pressing priorities in the region. Water usage effectiveness (WUE) is as strategically important as power usage effectiveness (PUE) in Gulf countries. Forecasts predict that by 2031, the UAE’s AI sector could require around 61 billion litters of water annually to support cooling infrastructure, highlighting a growing pressure on operators to balance digital expansion with resource constraints and national sustainability priorities. Traditional evaporative cooling methods, while effective, can be water intensive. To address this, Daikin has developed advanced cooling solutions engineered for extreme climates. Daikin’s EWAD-MZ M Series Chillers feature a High Ambient Kit that ensures uninterrupted 24/7 cooling at outdoor temperatures up to 55°C. The chillers use proprietary refrigerant-cooled inverters and a closed-loop system to protect critical electronics, enabling reliable performance during the region’s hottest periods. Additionally, Daikin’s adiabatic cooling technology uses a controlled misting mechanism to pre-cool intake air. This approach noticeably reduces water consumption compared to conventional systems by activating the mist only when external temperatures or humidity levels reach critical thresholds.

“Intelligence is now as important as engineering in the future of data center cooling. Technologies such as automation, digital monitoring, and predictive analytics are giving operators greater visibility into facility performance, helping reduce energy intensity and improve operational efficiency,” says Serdar. Supporting this approach is the Intelligent Data Center Manager (iDCM), which leverages AI-driven controls to optimize chiller operations, balance cooling loads, and lower operating costs across TIER III and TIER IV data centers. For hyperscale and high-density environments, Daikin’s Computer Room Air Handling (CRAH) and Fan Wall Units (FWU) deliver precise, demand-based cooling that adapts to changing IT loads while maintaining energy efficiency and operational stability. By combining advanced engineering with intelligent technologies, Daikin is helping data center operators enhance efficiency, reliability, and sustainability in some of the world’s most demanding climates.

Daikin’s solutions reflect its deliberate approach to system design, which considers local climate data, humidity cycles, and water availability to ensure each installation minimizes water footprint. The company’s customized innovations enable continuous monitoring and smart controls, allowing operators to track and optimize water usage in real time while balancing the Gulf’s digital growth with sustainability priorities. “Daikin’s advanced cooling systems offer a viable solution that not only reduces water consumption but operating costs, while enhancing performance. Ideally, cooling solutions should support the full lifecycle of a facility and deliver year-round efficiency,

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CBNME / TALKING POINT

THE NEW ERA OF LIFESTYLE-LED REAL ESTATE IN DUBAI Dubai’s real estate market is entering a new era, one where lifestyle, wellness and long-term value matter as much as yield Words by: Thomas Wan

Bio: Thomas Wan is Founder and CEO of Refine, one of Dubai’s leading real estate marketing and sales firms, overseeing a portfolio of branded residences and developments worth over $10 billion. He moved to Dubai in 2013, built his career at Driven Properties, and founded Refine in 2021, since securing landmark branded residence deals with Rixos, St. Regis, Fairmont and Marriott.

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or years, real estate investment decisions were driven primarily by financial metrics such as rental yields, capital appreciation, and return on investment. While these fundamentals remain important, a new buyer profile is emerging in Dubai, focussed on how a property supports a trio of fundamentals: their lifestyle, wellbeing, and long-term aspirations. Today’s investors are asking different questions. Is the community walkable?

Does it offer wellness and leisure amenities? Can it support flexible working? Is it somewhere they can see themselves living, even if only for part of the year? This shift has given rise to what can be described as the ‘lifestyle investor’: buyers seeking both financial returns and a high-quality living experience. In many cases, buyers plan to both invest in and personally use the property at different stages, blurring

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the traditional distinction between investor and end-user. The change is increasingly visible in the types of developments attracting demand. Branded residences continue to outperform many traditional residential products, with buyers willing to pay a premium for service, design quality, and hospitality-led living. At the same time, integrated master-planned communities that combine residential, retail, leisure, and

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Mövenpick Residences Dubai Motor City by CITYVIEW Developments, powered by Refine, brings luxury THE INTELLIGENT FM living to theREVOLUTION heart of Dubai Motor City

wellness offerings have become some of Dubai’s most soughtafter destinations.

to create a sense of holistic space that delivers meaningful experiences enhancing everyday living.

According to Savills’ 2025 report, Dubai is currently the most active city globally for branded residences and is projected to account for 40% of all branded residence developments across the Middle East and Africa by 2031. Areas such as Palm Jumeirah, Downtown Dubai, Dubai Marina, Dubai Hills Estate, Business Bay, and Dubai Islands have become highly soughtafter because they combine residential, retail, hospitality, leisure, and wellness experiences within a single ecosystem.

This shift is influencing buyer behaviour and delivering tangible value. Industry research shows that developments incorporating wellness-focused design can achieve rental premiums of up to 10-15% compared to similar properties, while also benefiting from lower tenant turnover. As a result, features such as wellness facilities, co-working spaces, smarthome technology, concierge services, green spaces, and community-focused programming are no longer viewed as optional additions. They are becoming expected components of modern residential developments and even influence purchasing decisions across a wider range of buyer segments.

As a result, buyers are increasingly evaluating property through a broader lens. Financial performance remains important, but it is no longer the sole consideration. Lifestyle, convenience, and liveability have become equally influential in purchasing decisions. Buyers are now drawn to projects that combine residential living with hospitality-inspired services, curated amenities, wellness offerings, and exceptional design. The appeal extends beyond prestige; developments that provide a level of convenience that aligns with modern expectations have more demand than an average real estate project. Therefore, this evolution is reshaping how developers conceive and deliver projects. Success is no longer measured solely by location or unit mix, instead it is determined by the ability

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Dubai is particularly well positioned to benefit from this shift. Few cities have evolved as successfully from a traditional investment destination into a place where people actively choose to live, work, build businesses, and spend time. As the distinction between investor and end-user continues to intertwine, the rise of the lifestyle investor is likely to become one of the defining trends shaping the next phase of Dubai’s real estate market. The future of the sector will not be determined solely by transaction volumes or price growth. It will be shaped by developments that understand a simple reality – today’s buyers are not just investing in property, they are investing in the way they want to live.

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CBNME / OP-ED

From Algorithms to Architecture Dr Harpreet Seth at Heriot-Watt University Dubai argues that while AI can process complexity like never before, the human judgement, empathy and cultural insight of architects and planners remain irreplaceable

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Dr Harpreet Seth, Head of School (Interim) at the School of Energy, Geoscience, Infrastructure and Society at Heriot-Watt University Dubai

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Urban planning has grown far more complex than a decade ago, with cities expected to respond simultaneously to climate change, population growth, housing shortages, mobility demands, economic competitiveness and social equity. Traditional planning processes often struggle to accommodate the volume of data required for informed decisions, which is where generative AI becomes a powerful planning partner: unlike conventional systems that only analyse existing information, it can create and evaluate thousands of design scenarios within minutes, testing street layouts, transport networks, land-use strategies or building configurations against variables like carbon emissions, pedestrian movement and infrastructure capacity. What once took weeks of modelling can now be explored in hours. This is particularly valuable for climate adaptation, now a central requirement

Originally written by Dr Harpreet Seth. Edited by Reeba Asghar.

ities have always reflected the t e c h no l o gi e s o f their time, from the Industrial Revolution to the rise of digital infrastructure. Generative artificial intelligence (AI) represents the next major shift, offering unprecedented opportunities to rethink urban planning. Yet as with every transformative technology, its true value lies not in replacing human expertise, but in enhancing the human end-user experience.

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FROM ALGORITHMS TO ARCHITECTURE

rather than an optional consideration. Generative AI can simulate the long-term impacts of rising temperatures, flooding and extreme weather, letting planners identify vulnerabilities and test mitigation strategies long before construction begins. The technology can also make planning more inclusive. Public consultation has traditionally relied on static plans and technical drawings many residents find hard to interpret; AI-generated visualisations and interactive alternatives let communities understand proposed developments and contribute more meaningfully to decisions about their neighbourhoods. Embracing generative AI does not eliminate the need for professional judgement, however. Cities are not simply collections of buildings and infrastructure; they are living social systems shaped by culture, history, identity and human behaviour, qualities no algorithm can fully capture. AI generates outputs based on the data it receives, and if that data is incomplete or reflects existing inequalities, recommendations may reinforce rather than resolve urban challenges. Transport models trained on historic travel patterns, for instance, may overlook underrepresented communities, while optimising for efficiency alone can produce environments that function well on paper but lack the richness and character that make places truly liveable. This is why architects, planners and designers remain indispensable. Their role is shifting from producing a limited set of design options to critically evaluating and

contextualising the many possibilities AI generates, balancing technical performance with human experience so developments support wellbeing, social cohesion and cultural identity alongside economic goals. The future of planning will be defined by collaboration between human and artificial intelligence, not competition. AI can process complexity at extraordinary speed, but people remain uniquely equipped to exercise ethical judgement, understand local context and navigate competing societal priorities. This carries implications for architectural education, too. Tomorrow’s architects and planners will need to be fluent in emerging digital technologies while retaining the design thinking and critical reasoning that have always underpinned the profession, understanding how AI models are built, where bias may exist, and how to interrogate their outputs. Institutions have a responsibility to prepare graduates not only to use these technologies, but to question them, building the confidence to challenge algorithmic recommendations and ensure innovation serves broader societal goals. Generative AI should not be viewed as a shortcut to better cities, but as an opportunity to make planning more informed, responsive and forward-looking. The cities of tomorrow will not be shaped by algorithms alone, but by the choices we make about how we apply technology and whose voices are represented in the process. In the age of generative AI, the greatest opportunity is not simply to build smarter cities, but to build better ones.

E V E R Y T H I N G T H AT O N E C O U L D I M AG I N E FOR EXTRAORDINARY LIFE

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E Y W A . A E

THE LAST WORD FROM SOME OF THE ICONIC 100

DOUGLAS OHI “The biggest risk facing the industry is not labour, materials or technology. It is trust.” Aaron Hennessy Group Managing Director, Douglas OHI

AtkinsRéalis “Sphere Abu Dhabi is setting a new global benchmark for entertainment infrastructure, where the experience itself becomes as important as the physical asset.” Campbell Gray CEO, AtkinsRéalis Middle East & Africa

VALCARCE ARCHITECTS “The building is only one component of the experience. The landscape, the interiors, the light and even how someone arrives are all part of the architecture.” Alina Valcarce Founder and Design Director, Valcarce Architects

KEARNEY “I genuinely believe AI represents the most profound transformation we’ve seen since the firm was founded.” Carlos Casado Partner, Middle East & Africa, Kearney

DLR Group

OMNIYAT Group “The UAE has kept every promise it has made to those who build here, and our answer has always been to raise our ambition further.” Mahdi Amjad Founder & Executive Chairman, OMNIYAT Group

ALEC Holdings “Five years ago, digital transformation supported our projects. Today, it shapes decision-making at every level of the business.” Barry Lewis CEO, ALEC Holdings

DAMAC Properties “The sky is the limit, we can invest more, as much as the market takes, then the limitation is not on.” Hussain Sajwani Founder, DAMAC Properties

EFS Facilites Service Group “We took over facilities management across 47 schools for one of the world’s largest private school operators, deploying 1,200 staff in just 26 days.” Tariq Chauhan Co-Founder and Vice Chairman, EFS Facilities Services Group

“A successful project must work commercially, but it must also create identity, belonging, and an experience that people want to return to.” Henrique Dias Principal & Middle East Hospitality Director, DLR Group

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