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DIGITAL PIONEERS CELEBRATING THE CONSTRUCTION INNOVATORS TRANSFORMING PROJECT DESIGN AND DELIVERY

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Building the UAE Real Estate Market Opportunities, Challenges, Demands and the Vision of the Leaders Dusit Thani, Dubai

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INTRO / WELCOME

Construction tech in focus My name is Priyanka, and many of you will have seen my name alongside articles in previous editions. I am proud to say that this edition marks a personal milestone for me – the first issue I have had the opportunity to plan and lead. It has been an exciting and rewarding experience, and I would like to thank everyone who has contributed their expertise and insights to help bring this technology-focused issue of BPME together. Technology continues to reshape the way projects are planned, delivered and managed, and in this issue we recognise the achievements of companies and individuals who are at the cutting edge of digital construction with our coverage of the fourth annual Digital Construction Awards – our biggest event yet! Congratulations once again to our nominees, those that made the shortlist and our winners. Your achievements are helping to define the future of digital construction, and we are proud to celebrate your success. But despite the apparent appetite for advanced processes and solutions, the construction industry remains one of the least digitised sectors globally.

This being the case, the adoption of new processes and technology is something we will continue to champion through our publications, digital content and live events. (Keep your eyes open for the 2026 edition of the Digital Construction Summit on 21 October) The lag in tech adoption continues to be the result of issues such as high costs, fragmented systems and unclear returns, but the pressure to modernise has never been higher. Everything from rising material costs to labour shortages and a growing focus on site safety are putting pressure on decision makers to ramp up investments, and we will do what we can to accelerate that change. Let’s connect and enjoy the issue!

Priyanka Raina ASSOCIATE EDITOR 7

JULY-AUGUST 2026

CONTENTS

14 ANALYSIS 14 The Briefing ALEC FITOUT appointed as main contractor for renovation works on Zabeel Saray 24 The Big Picture A wrap-up of the biggest international construction news stories for the month 28 Market Report CBRE reviews the performance of Dubai and Abu Dhabi's residential sector in Q2 2026

35 Event Wrap

Digital Pioneers

Big Project ME celebrated digital construction excellence at the 2026 edition of the Digital Construction Awards, and recognised companies, individuals, projects and teams that are blazing a trail of innovation across the middle east region 8

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CONTENTS

68 In Profile

Delivering Digital Infrastructure

ALEC Data Center Solutions’ Bjorn Viedge talks to Big Project ME’s Jason Saundalkar about the regional data centre market, opportunities and challenges, investments that his firm has made into delivery capability, and how his firm brings these digital infrastructure projects to fruition

INSIGHT 76 In Profile As the GCC enters a new phase of infrastructure maturity, Megarme Managing Partner Diego Parra discusses asset integrity, operational resilience, and long-term growth with BPME's Priyanka Raina 88 Comment It's vital that everything that gets automated also gets properly measured and that stakeholders start treating a building's data with the same seriousness as the building itself writes MRI Software's Schalk Vorster 96 Final Update Select Group completes region’s first Six Senses Residences 9

GROUP MANAGING DIRECTOR Raz Islam DIRECTOR OF FINANCE & BUSINESS OPERATIONS Shiyas Kareem

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EDITORIAL EDITORIAL DIRECTOR Jason Saundalkar ASSOCIATE EDITOR Priyanka Raina

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COMMERCIAL MANAGING DIRECTOR Raz Islam

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GLOBAL ACCOUNT MANAGER Jas Kaur

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STUDIO ART DIRECTOR Simon Cobon

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GRAPHIC DESIGNER Percival Manalaysay

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PHOTOGRAPHER Maksym Poriechkin

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CIRCULATION & PRODUCTION DIRECTOR OF MARKETING & MEDIA OPERATIONS

Phinson Mathew George

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MARKETING SOCIAL MEDIA EXECUTIVE Franzil Dias

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WEB DEVELOPMENT SENIOR DIGITAL MANAGER Abdul Baeis

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FOUNDER Dominic De Sousa (1959-2015)

When you have finished with this magazine, please recycle it The publisher of this magazine has made every effort to ensure the content is accurate on the date of publication. The opinions and views expressed in the articles do not necessarily reflect the publisher and editor. The published material, adverts, editorials and all other content are published in good faith. No part of this publication or any part of the contents thereof may be reproduced, stored or transmitted in any form without the permission of the publisher in writing. Publication licensed by Dubai Development Authority to CPI Trade Publishing FZ LLC. Printed by Well Pack Printing Press.

CPI Trade Media. PO Box 13700, Dubai, UAE. +971 4 375 5470 cpitrademedia.com

ISSUE

M AY/J U N E 2 0 2 6

Market

Digital innovation reshaping the industry

Residential and office market in Qatar

Design

Management

ESG and sustainability create long-term value

KSA construction priorities and delivery

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FO R T H E C O N ST R U CT I O N S P EC I A L I ST

Focus

130

232 JULY-AUG 2026

Consultancy meets Innovation Paul Kelly on C-Quest’s rapid growth, people and digital evolution

ISSUE 165 2026 MAY-JULY

DIGITAL PIONEERS CELEBRATING THE CONSTRUCTION INNOVATORS TRANSFORMING PROJECT DESIGN AND DELIVERY

ON THE COVER

Big Project Middle East recognises excellence in digital construction with the fourth edition of the annual Digital Construction Awards

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FEATURES

CONSTRUCTION

Saudi opens bidding process for third round of gas-fired power projects

Purpose meets precision: How BAMX Developments is redefining luxury living in Dubai PROPERTY

Meraas awards contract to International Foundation Group (IFG) for Nourelle project

CONSTRUCTION

ALEC FITOUT appointed as main contractor for renovation works on Zabeel Saray

Stability as strategy

PROPERTY

KEC, BSF Capital launch fund for US $2bn Knowledge Gardens development

INFRASTRUCTURE

Bahrain to redevelop Muharraq with infrastructure and public space improvements 12

Dust, downtime and delays: The hidden cost of equipment contamination on construction sites

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FEATURED NEWS

UPCOMING EVENTS CONSTRUCTION

AtkinsRéalis and ALEC to deliver the Sphere Abu Dhabi Billed as a landmark destination, it will combine cutting-edge immersive technologies, advanced engineering, and world-class design at unprecedented scale, said a statement from AtkinsRéalis.

SEPTEMBER

Real Estate Leaders Summit 23 September 2026 Dubai, United Arab Emirates

SAFETY

Oman’s Sustainable City – Yiti sets new safety benchmark The Sustainable City – Yiti has achieved a major construction milestone, clocking more than 25m safe working hours without a Lost Time Injury (LTI), as construction continues to progress across Oman’s sustainable development.

SEPTEMBER

Energy & Sustainability Summit 30 September 2026 Dubai, United Arab Emirates

PROPERTY

Aldar debuts first residential offering at US $1.6bn Yas Island development Aldar has announced the launch of The Canopies, the first residential community at Yas Point, a US $1.6bn waterfront destination to be developed on Yas Island’s northern shore.

OCTOBER

Women in Construction Connect 7 October 2026 Dubai, United Arab Emirates

INFRASTRUCTURE

RTA opens new major 3-lane bridge The bridge has a capacity of 3,600 vehicles per hour and serves traffic coming from Al Khail Road towards Al Asayel Street via Al Wasl Club Street. The RTA said that 90% of the overall project has been completed and that by the end of August this year, it is scheduled to open 2-tunnels.

OCTOBER

Digital Construction Summit 21 October 2026 Dubai, United Arab Emirates

CONSTRUCTION

Havelock One Interiors appointed for renovation of 360 Mall, Kuwait The appointment was awarded by Tamdeen Group, and adds to Havelock One’s track record in large-scale mall projects, including the renovation of Kingdom Centre in Riyadh and the front-ofhouse fit-out contract for The Avenues Khobar.

DECEMBER

Middle East Consultant Awards 9 December 2026 Dubai, United Arab Emirates 13

THE BRIEFING / PROJECT AWARD

JULY-AUGUST 2026

ALEC FITOUT appointed as main contractor for renovation works on Zabeel Saray The first major phase of the transformation of Jumeirah Zabeel Saray, covers the renovation of rooms, suites, and food and beverage outlets

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Shamal has appointed ALEC FITOUT as the main contractor for the first major phase of the transformation of Jumeirah Zabeel Saray, covering the renovation of rooms, suites, and food and beverage outlets. Further enhancements across additional elements of the hotel experience are planned beyond this initial refurbishment scope, all in service of Shamal's broader vision to elevate the luxury guest experience.

THE BRIEFING / PROJECT AWARD

With works already underway, full completion of this phase is expected by early 2027, said a statement. For over a decade, Jumeirah Zabeel Saray has stood apart in Dubai's competitive hospitality scene, not simply for its scale, but for the depth and distinctiveness of its identity. Its richly crafted, imperial design, drawing on the artistry and grandeur of a golden imperial age, delivers an experience that is genuinely unique in

the city: the intricate craftsmanship, the sense of arrival that only a property of this character can provide. This full-scale refurbishment honours this legacy while transitioning towards a

PREMIUM RESORT The Jumeirah Zabeel Saray is located on the west crescent of The Palm and features 405 rooms and a number of different suites.

JULY-AUGUST 2026

THE BRIEFING / PROJECT AWARD

MANAGING DIRECTOR Laurent Farge is Managing Director of ALEC FITOUT.

more layered and contemporary vision of luxury, balancing heritage-inspired details with lighter, more open spaces that foster connection, ease and a stronger sense of place, it added. "Dubai welcomed a record 19.59m international visitors in 2025, and with more than 4,600 new luxury and upscale keys entering the market this year, guest expectations have never been higher. In this environment, success depends on how established 16

icons evolve. Jumeirah Zabeel Saray has the advantage of legacy with a depth of character and cultural richness that cannot be replicated. Our ambition is not simply to renovate, but to create a more contemporary, immersive resort experience that resonates emotionally with guests while remaining true to the resort's identity and heritage," said Sudhin Siva, Chief Asset Management Officer, Shamal. Siva added, "This transformation is our commitment to preserving that distinction while elevating the experience for today's customers, delivered in phases to ensure the highest standards at every stage. The ALEC FITOUT contract marks

the first major phase of a broader program of enhancements across the hotel, reflecting Shamal's vision to fully elevate the Jumeirah Zabeel Saray luxury guest experience. ALEC FITOUT's expertise ensures we can do so with the quality and precision this project demands." Under its appointment, ALEC FITOUT will lead the refurbishment of 311 rooms and 58 suites with bespoke interiors, alongside the hotel's food and beverage outlets, covering approximately 30,000sqm. It marks a new chapter of intentional design that honours the property's storied, opulent heritage while embracing modern luxury, with greater emphasis on intuitive flow, light and experiences that support both wellbeing and togetherness, the statement outlined. With its extensive track record in luxury hospitality, the firm is uniquely positioned to deliver this work with minimal disruption to guests, as certain areas remain operational throughout the phased refurbishment. The Royal Villas and the Talise Spa remain fully open throughout, it added. "We are proud to be entrusted by Shamal with the refurbishment of Jumeirah Zabeel Saray, a property that holds a special place in Dubai's hotel landscape. This partnership reflects our shared commitment to quality and innovation, and we look forward to delivering a project that not only enhances the guest experience but also bolsters Dubai's position as the region's leading tourism hub. We are excited to embark on this journey and to develop a strong, long-term relationship with Shamal and H&H," said Laurent Farge, Managing Director of ALEC FITOUT.

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THE BRIEFING / CONSTRUCTION

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THE BRIEFING / CONSTRUCTION

Arada announces phase one of Thameside West in East London Architecture firm, Gensler, built environment consultancy Arup, and landscape architect Planit will support the first stage of the project's delivery

UAE-based international master developer Arada has announced phase one of Thameside West. With a gross development value of US $3.27bn and spanning over 47ac in London’s Royal Docks area, the project is taking shape on the capital’s longest stretch of undeveloped riverfront, which is situated opposite The O2 and next to City Hall. The project is said to be one of London’s largest regeneration opportunities, and – once complete – will stand as a vibrant new district of East London. In a statement the developer said the site has the potential to deliver at least 5,000 new homes as secured in the existing planning permission, including 35% affordable homes with green spaces on half of the site and a kilometre of active waterfront. The project forms a key part of the long-term vision for the Royal Docks, one of Europe’s largest regeneration areas, being delivered through collaboration between public and private sector partners.

Thameside West is being brought forward in partnership with the Greater London Authority (GLA), through its land and property company GLAP, reflecting a shared commitment to delivering new homes, public infrastructure and long-term economic growth across the Royal Docks, it added. “Following our investment in Thameside West in November 2025, we outlined our ambition to unlock this extensive riverside development to help alleviate the huge pressure on housing in the capital. Today’s announcement of our plans for the first stage alongside the appointment of Gensler, Arup and Planit, are major steps forward in our vision,” said Ahmed Alkhoshaibi, Group CEO of Arada. He added, “Large-scale developments such as Thameside West require a huge amount of collaboration, ensuring that new housing is delivered alongside amenities and public infrastructure. 19

JULY-AUGUST 2026

THE BRIEFING / CONSTRUCTION

FIRST PHASE The first stage of the residential project comprises 1,500 homes spread across 6-buildings.

We have worked closely with the Greater London Authority, GLAP and the Royal Docks team to bring forward plans for Thameside West, and our shared vision for the future of the Royal Docks will remain central to the successful delivery of the project. We remain committed to working with our partners to ensure that this first phase and future phases are designed to meet modern living requirements over this multi-year project.” Arada said that the first stage of the project comprises 1,500 homes across 6-buildings, as well as a significant new public park. The focus of this stage is the early delivery of much-needed homes and supporting infrastructure. The proposals have also undergone a comprehensive design refresh to ensure they meet the latest building safety standards and regulatory requirements. Mayor of Newham, Forhad Hussain continued, "Thameside West is one of the most exciting regeneration opportunities in Newham, and I welcome this important milestone providing much-needed homes, stunning new green spaces and better transport for our borough. As Newham continues to grow, it is vital that regeneration delivers real benefits for local people through affordable housing, jobs, investment and better infrastructure. I look forward to working with Arada and partners to support Thameside West to become 20

a thriving new neighbourhood that creates opportunities for Newham communities now and for generations to come.” To deliver the project, Arada has selected global architecture firm, Gensler, global built environment consultancy Arup, and landscape architects Planit to progress the first stage. The move is said to showcase the developer’s commitment to bring forward a new neighbourhood at Thameside West and contribute to the long-term vision for the Royal Docks. Arada is expected to submit a planning application for the first stage of the project over the summer, with work on site expected to begin by early 2028, subject to approval. Arada said it is also heavily engaged in working with Transport for London (TfL) on a new DLR station, a major piece of public infrastructure, which it is intended will open in time for the arrival of the site’s first residents. The DLR is one of the UK’s busiest light rail routes with 97.8m passenger journeys recorded during the year ended March 2025. The wider area is said to be well served by public transport, and a new station will offer enhanced accessibility for future Thameside West residents and nearby neighbours and businesses. Construction of the first phase will be undertaken inhouse by Arada London, leveraging the business’ vertically integrated model with local expertise at every stage of the development journey from planning, construction to marketing and asset management. Duncan Swinhoe, Managing Principal, Gensler remarked: “Thameside West represents a once in a generation opportunity

to reshape a significant stretch of London’s riverfront, and we’re proud to help bring this first phase to life. We’re excited to be working with Arada and GLAP. We’re committed to creating a resilient, people centred neighbourhood that sets a new benchmark for sustainable urban living in the capital.” “Thameside West is an exceptional opportunity to shape a distinctive,

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resilient waterfront community that creates lasting value for residents and the wider Royal Docks. Arup is pleased to support the design and delivery of a new DLR station and help embed sustainable, accessible transport at the heart of the development. Guided by our commitment to sustainable development and to creating places that improve people’s lives, we look forward to working with Arada and

THE BRIEFING / CONSTRUCTION

the wider project team to help realise this ambition with imagination, rigour and care,” commented Gareth Fairweather, Director, Arup. Pete Swift, CEO, Planit concluded, “A park is arguably the ultimate display of the landscape architect’s art and civic duty. In Thameside West, Arada and their partners have placed their faith in us to design and deliver London’s next great waterfront

park, following on from centuries of tradition, but mainly, away from the Thames. Not since Thames Barrier Park opening in 2000 has East London had a significant public green space on its banks. We do not take this responsibility lightly and look forward to working with Arada, GLAP and the communities of Newham to create a place for nature and people with views across our capital city.” 21

THE BRIEFING / CONSTRUCTION

JULY-AUGUST 2026

ECC Contracting secures US $1.29bn in new construction contracts Collectively, the developments will deliver more than 2,700 homes across almost 650,000sqm of built-up area, reinforcing ECC’s position as one of the UAE's leading construction partners

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ECC Contracting has said it achieved its strongest project acquisitions in a quarter in its history. The firm said it secured 3-major construction contracts across Dubai from developers including Majid Al Futtaim, Arada and Emaar, with a combined total value of US $1.29bn. The awards reinforce ECC Contracting’s position as one of the UAE’s leading construction companies and a trusted delivery partner for some of the country’s most ambitious residential developments. Collectively, the projects will deliver 2,715 apartments and 12 townhouses, providing homes for an estimated 8,000 residents across almost 650,000sqm of built-up area, the contractor said in a statement. The awards span 3 of Dubai’s most significant residential destinations, reflecting continued confidence from leading developers in ECC Contracting’s ability to deliver complex projects at scale, on time and to the highest standards, it added. “Securing these landmark developments within a single quarter reflects the confidence our clients place in ECC Contracting’s ability to deliver complex projects at scale and to the highest standards. As Dubai continues to grow, we remain committed to delivering exceptional developments that contribute to the city’s long-term vision while maintaining the quality, innovation and reliability that have defined our business for more than five decades,” commented Hatem Farah, Chairman, ECC Group. The project awards include a $545mn contract from Majid Al

THE BRIEFING / CONSTRUCTION

CONTRACTS The construction contracts are from 3 prominent developers that are headquartered in the UAE: Arada, Emaar and Majid Al Futtaim.

Futtaim to deliver Capria East and Capria West within Ghaf Woods. The project will deliver 1,267 apartments across 295,619sqm of built-up area and is scheduled for completion in August 2028. In addition, the contractor secured a main construction contract worth $422mn for W Residences Dubai Harbour, Arada’s flagship branded residential development. The project comprises 490 luxury residences across 3-interconnected towers

with a built-up area of 233,675sqm and is expected to be completed in July 2029, creating homes for approximately 1,225 residents. The final contract, valued at $321mn, was from Emaar to deliver Altan and Albero within the North Gateway District at Dubai Creek Harbour. The development will deliver 958 apartments and 12 townhouses across 113,700sqm of built-up area and is scheduled for completion in December 2028. The contractor said the contract wins further strengthen its presence across Dubai’s premium residential sector, while reinforcing its reputation for delivering technically complex developments for the region’s leading developers. 23

JULY-AUGUST 2026

THE BRIEFING / GLOBAL EYE

01 SAUDI ARABIA

ACCIONA Cultura completes Hafawa Lounge at King Khalid Intl Airport ACCIONA Cultura has completed Riyadh Air’s Hafawa Lounge at King Khalid International Airport in Riyadh. Spanning 2,000sqm with seating for up to 370 guests, the new lounge is said to set a new benchmark in aviation hospitality through advanced technology, refined materials, and cultural elegance. The opening is said to mark a significant milestone in the launch of Riyadh Air, and supports the Kingdom’s commitment to redefining global travel experiences, in line with the Saudi Vision 2030.

01 UNITED 02 KUWAIT KINGDOM

03 BAHRAIN

CGC awarded contract for US $516mn water treatment project in Kuwait

Bahrain to redevelop Muharraq

Combined Group Contracting (CGC) has emerged as the lowest bidder for a major water treatment project that is being developed in southern Kuwait. The project is being implemented by Kuwait’s Ministry of Public Works as part of its efforts to boost Kuwait’s water infrastructure and support the country’s food security objectives. The scope of work for the winning bidder includes development, construction, operation and maintenance of the treated water system.

The Kingdom of Bahrain has said that it is redeveloping Muharraq through infrastructure and public space improvements as part of a strategy to rejuvenate one of its historic cities. Projects include the Muharraq Gate, Shaikh Abdulla Avenue, Shaikh Isa Avenue and Shaikh Hamad Avenue. The redevelopment works includes roads, stormwater drainage, sewerage and utility networks, streetscapes, lighting, signage, landscaping and parking. 2-multi-storey car parks will provide more than 300 parking spaces.

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THE BRIEFING / GLOBAL EYE

05 OMAN

SSH to provide construction supervision for cultural project Consulting firm SSH has been appointed as the construction supervision consultant for the Sayyid Tarik bin Taimur Cultural Complex project in Oman. SSH will provide supervision services, overseeing construction activities, quality, and coordination with specialist sub-consultants and stakeholders. Located in Al Seeb, Muscat, the 400,000sqm development will include the 23,000sqm National Library, 15,500sqm National Archives, four facilities buildings covering 14,000sqm, and a 5,000sqm Energy & Data Centre.

02 03 01

04 05

04 QATAR

06 AZERBAIJAN

Parsons wins program and construction management contract for Lusail

AtkinsRéalis appointed by Azerbaijan Development Company

Parsons has been selected by Lusail Real Estate Development Company (LREDC) to provide program management, construction management, and construction supervision (PMCMCS) for the Lusail City Infrastructure Program, north of Doha. The 3-year contract continues Parsons’ engagement in Lusail under a new contractual arrangement. Parsons will oversee design and construction, interface management, project controls, quality assurance, and stakeholder coordination.

AtkinsRéalis has been commissioned by Azerbaijan Development Company (ADEC) to improve the road network in the East Quarter of Baku’s White City, building on their longstanding partnership. AtkinsRéalis was previously tasked with creating the master plan for the 220ha site on the eastern outskirts of Baku, integrating land use, infrastructure and mobility. As Lead Design Consultant, it delivered master planning and buildings design with Foster + Partners and F+A Architects.

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MARKET REPORT / UAE

JULY-AUGUST 2026

UAE Residential Market Report Q2 CBRE reviews the performance of Dubai and Abu Dhabi's residential sector in Q2 2026

The UAE macro -economic outlook has been further downgraded, with expectations for a modest GDP contraction of -0.04% in 2026 amidst the negative impact of an extended regional conflict. This has been adjusted downwards from an initial 4.8% GDP growth forecast at the beginning of the year, reflecting continued disruptions to trade and oil flows, as well as to major non -oil sectors including tourism, hospitality, aviation, retail, and a range of other external facing sectors. However, the hydrocarbon sector is now expected to rise by around 1.5% in 2026, as the UAE has accelerated oil production and exports following it s May exit from OPEC. This has allowed oil production to rise above pre -conflict levels to around 3.8m barrels per day in June, against 3.4m per day during January and February. This upshift is expected to fully eradicate the negative impact of lower production during the period March to May, with oil prices also likely to be elevated over 2025 levels, supporting oil sector growth. The country’s tourism sector continues to face dual headwinds from limited international flight schedules, in addition to weaker tourism 28

flows regionally, with continued constraints on inbound flights from the US, Europe and Asia. This is also continuing to negatively impact performance in the UAE’s retail sector, particularly across the luxury segment of the market, which is heavily reliant on international visitor spend. However, a significant recovery is anticipated for 2027, with GDP growth projected to rebound to 5.0% as global trade routes stabilise and new energy capacity continues to come online. Macroeconomic overview

In response to the evolving regional geopolitical situation, the UAE accelerated a coordinated set of economic support measures and structural reforms aimed at reinforcing resilience, sustaining capital inflows, and safeguarding trade continuity. This includes measures to support FDI as well as existing businesses by offering liquidity support, with business loan restructuring and fee deferrals, and expanded customs facilitation. In addition, a Dubai led US $680.7mn economic incentive package was launched to support SMEs and the broader private sector, reinforcing the country’s role as a stable hub for trade and investment.

BigProjectME.com

MARKET REPORT / UAE

JULY-AUGUST 2026

DUBAI RESIDENTIAL SALES PERFORMANCE, % CHANGE TO Q2 2026 Y-0-Y % CHANGE

6-MONTH % CHANGE

Q-O-Q % CHANGE

-2

All Properties

Apartments

Trade has also been supported by activation of alternative regional logistics corridors (including land routes to Saudi Arabia and Oman, and through the East coast ports). In addition, the UAE’s CEPA program has maintained its momentum supporting the country’s non-oil trade, increasing to a total of 37 agreements. This includes recent deals with Nigeria and the Philippines which signed in January, alongside earlier agreed CEPAs such as Ukraine which came into effect in July. With trade flows through the Strait of Hurmuz constrained by hostilities,

Villas

and with higher oil, shipping and insurance costs, the UAE’s inflationary environment has been impacted, with fuel and food prices rising, adding pressure to consumers. This follows a more contained period during 2025 with inflation of just 1.3% year - onyear. However, this is forecast to rise to 2.9% in 2026. For Dubai, it is likely to be slightly higher, with June inflation coming in at 5.7% year -onyear, the highest since August 2022, against a reading of 5.5% in April. So far, UAE business activity has remained resilient, with a reading of 50.8 in June, down from 52.6 in May

and 52.1 in April. There was a similar story for Dubai, with a reading of 50.7, down from 52.0 the previous month. The slowdown in activity represents a first real test of economic resilience, following close to six years of strong growth preceding Covid. However, by taking decisive steps to enhance policy autonomy and diversify supply chains, the UAE is looking to further strengthen its industrial base and position for recovery in 2027. Dubai residential

Despite softening demand fundamentals, overall residential price

DUBAI RESIDENTIAL RENTAL PERFORMANCE, % CHANGE TO Q2 2026 Y-0-Y % CHANGE

6-MONTH % CHANGE

Q-O-Q % CHANGE

-2

-4

-6

All Properties

Apartments

Villas

SOURCE: CBRE RESEARCH, MACROBOND, REIDIN, OXFORD ECONOMICS

-4

BigProjectME.com

MARKET REPORT / UAE

DUBAI RESIDENTIAL TRASACTIONS, Q-O-Q % CHANGE, Q2 2026 TOTAL

READY

OFF-PLAN

-20

2021

2022

growth over the past year remains positive, with values rising around 1.9% versus the second quarter in 2025. This has been driven by price growth across both apartments (1.3%) and villas (5.7%), albeit this has been eroded significantly by recent events, and is likely to turn negative next quarter as the registration data catches up to the prevailing market reality . Across the rental sector, rates are already broadly negative, with average declines of -2.6% across All Properties, -2.4% for Apartments, and -3.4% for Villas, respectively year -on-year. However, the quarterly shift down in

2023

2024

2025

rental values is even more pronounced, with declines of -6.2% across All Properties, -6.5% for Apartments, and -4.0% for Villas, respectively. However, this still doesn’t fully represent the sizable slowdown seen so far during the conflict, with more widespread declines in both sales values and rents materialising and expected to continue in the coming quarters without a lasting resolution. Asking rates for new leases are also being negotiated at notably lower rates than renewals, reflecting the impact of increasing supply and more limited occupier demand, which

2026

is being further exacerbated by the addition of former short -term rental properties to the long -term market. On a community level, sales price performance was fragmented but broadly softer across both apartment and villa products. Moderation of apartment values was mixed, with certain higher -value communities like the Palm experiencing a - 9% dip, whilst Business Bay and Downtown dropped by around -7% q-o-q. Certain communities such as DIFC and Meydan for instance saw stronger performances,

DUBAI RESIDENTIAL TRANSACTIONS (UNITS), Q2 2026 READY

OFF-PLAN

50,000

40,000

30,000

20,000

10,000

2021

2022

2023

2024

2025

2026

MARKET REPORT / UAE

JULY-AUGUST 2026

ABU DHABI RESIDENTIAL SALES PERFORMANCE, % CHANGE TO Q2 2026 Y-0-Y % CHANGE

6-MONTH % CHANGE

Q-O-Q % CHANGE

25 20 15 10 5 0 -5

Apartments

with greater resilience in pricing through the period April to June. Villa communities showed a comparable, if slightly broader, pullback, led by Jumeirah Golf Estates (-8%), Sustainable City (-7%), and Dubai Hills (-5%), whilst other communities bucked the trend, with Al Barari , Damac Hills and Jumeirah Islands also seeing more positive pricing dynamics prevail. Residential rents followed, with a broad softening, particularly amongst areas of major existing supply. Amongst the apartment segment, the largest declines were noted for Downtown (-11%), Dubai Hills Estates and Dubai Marina (-10%), whilst Dubai Festival City and Green Community West posted stronger performances. Villa rents moderated in a similarly uneven fashion, with Dubai Hills Estate (-12%), Al Barsha (-11%), and Jumeirah Park (-8%) leading the pullback, while JVT, Dubai South, and Jumeirah held up more strongly. The Dubai residential sector continues to experience weakening transactional volumes, resulting in a moderation of rentals and sales values, reflecting a transition in the market cycle since the beginning of March. 32

Villas

Total residential transactional volumes decreased by 29% versus Q2 2025, with ready down -42% and off -plan by - 23%. In Q2 2026, less than 37,000 transactions were completed, this was against more than 51,000 the previous year. Apartment transactional volumes decreased by 22% versus Q2 2025, with ready down -44% and off -plan by - 12%. In Q2 2026, less than 31,000 transactions were completed, this was against nearly 40,000 the previous year. Villa transactional volumes decreased by 57% versus 2025, with ready down -29% and off -plan by -66%. In Q2 2026, around 4,000 transactions were completed, this was against nearly 10,000 the previous year. The total value of all transactions during Q2 2026 amounted to $23.96bn. This was lower by around - 43% year -on-year versus close to $41.93bn in Q2 2025. Off-plan properties continue to dominate despite the slowdown in new launch activities through H1 2026. Off - plan transaction value totalled close $17.70bn during Q2, down -43% year -on-year $30.77bn in Q2 2025.

This was also down from $28.04bn in Q1, reflecting a decline of around 37% Ready transactions during Q2 2026 totalled $6.26bn, which was down from $10.89bn the same quarter last year, reflecting a drop of -42%. Quarter -on-quarter, total value dipped 32%. The residential pipeline for 2026 is set to rise despite prevailing project delays, due in part to logistical bottlenecks in the strait of Hurmuz and resulting elongated shipping times for some construction products. However, already there are many planned deliveries for the year have been shifted into the 2027 pipeline. Through H1, around 18,000 units were completed, split into 14,800 apartments, 2,300 villas and 1,000 branded residences. However, given the softening market environment these delays may help to cushion the market from a more severe downturn in rents and prices. According to data from REIDIN, the first half of 2026 saw significantly reduced launch activity versus last year, with just over 40,000 units brought to the market so far. However, just over 10,000 units were launched in Q2, from 41 projects compared with 93 projects and 32,000

BigProjectME.com

MARKET REPORT / UAE

ABU DHABI RESIDENTIAL RENTAL PERFORMANCE, % CHANGE TO Q2 2026 Y-0-Y % CHANGE

6-MONTH % CHANGE

Q-O-Q % CHANGE

6 4 2 0 -2 -4 -6

Apartments

units in Q1 2026. Interestingly, June witnessed the quarter’s highest monthly activity, whilst overall launch positioning has been firmly within the mid -market segment, reflecting a reluctance from most developers to launch luxury products during current uncertainty. Abu Dhabi residential

Despite the slowdown across other markets in the region, Abu Dhabi’s residential market has continued to perform robustly, demonstrating a much lesser impact of ongoing tensions. Residential prices rose by around 21.6% year -on-year in Q2 2026. The apartment sector continued to drive this momentum, increasing by roughly 24.4% annually versus the same quarter the previous year. While the villa market grew more modestly at 6.3% year -on-year. On a quarter - on-quarter basis, both sectors have softened by 1.4%. During the second quarter of the year, Abu Dhabi Real Estate Centre (ADREC) introduced a temporary freeze on rent across the Emirate, impacting residential and other commercial markets.

Villas

This means that no annual increase is permitted on renewals, shifting from the previous 5% cap, whilst new contracts on previously rented units should be offered at the same value as the preceding contract. However, the rental market has continued to grow for now, albeit there are signs of moderating growth, as rates increased by a modest 3.6% year -on-year, whilst on a quarter basis, rents contracted by 4.8%. Annual growth was led by a close performance of both sectors, where the apartments market have increased by 3.7% and villas by 3.3%. However, moderation in Q2 compared to the previous quarter was slightly more pronounced in the apartments market with a 5% decrease, and a 3.3% in the villas market. Abu Dhabi’s residential market saw annualised transaction volumes continue to rise through H1 2026 despite a slowdown in new launch activity through the second quarter. This was led by sustained domestic demand, particularly from UAE National investors that have heavily supported recent launches from major local developers, including from Aldar and Modon.

During Q2 2026, the total value of transactions reached $8.71bn reflecting an impressive 150% year -on-year growth versus the same quarter last year. However, on a quarter -onquarter basis, the same metric declined by 23% reflecting the contraction in new launch activity particularly during the early days of the conflict. On a year -on-year basis, transaction volumes rose 80% versus Q2 2025, rising to nearly 7,600 registered sales. However, like the total sales value, transaction volumes also saw a quarterly dip of around -10%. The off-plan market accounted for roughly 83% of all residential transactions and 85% of the total sales values during the second quarter. This left 17% and 15% respectively for the Ready market, underlining the continued investor preference for newer products, over existing and frequently aging stock. The supply pipeline has risen sharply in recent years, with annual deliveries of 10,000 units per year during 2026 and 2027 before accelerating higher during 2028, and with supply expected to remain elevated through to 2031 . However, short -term supply-chain pressures could lead to project delays, slowing the pace of new deliveries. 33

DIGITAL CONSTRUCTION AWARDS

2026

BigProjectME.com

AWARDS / INTRODUCTION

DIGITAL PIONEERS BIG PROJECT MIDDLE EAST CELEBRATED DIGITAL CONSTRUCTION EXCELLENCE AT THE 2026 EDITION OF THE ANNUAL DIGITAL CONSTRUCTION AWARDS, AND RECOGNISED COMPANIES, INDIVIDUALS, PROJECTS AND TEAMS THAT ARE BLAZING A TRAIL OF INNOVATION ACROSS THE MIDDLE EAST REGION The fourth edition of the annual Digital Construction Awards took place on 24 June at The Ritz-Carlton, JBR, Dubai, and brought together the region’s leading consultants, contractors, developers, projects, teams and individuals to celebrate excellence in digital construction across the built environment in the region. The gala evening recognised outstanding achievements across a total of 17 distinct categories, spanning ‘Individuals’, ‘Projects’ and ‘Companies’. The groups highlighted the organisations and professionals leveraging cutting-edge technologies, innovative processes, and forward-thinking strategies and delivery methods that are reshaping the way that complex projects across the region are delivered. Reflecting the growing importance of digitalisation across the built environment, the 2026 edition of the Digital Construction Awards attracted nearly 100 nominations across its different categories. Continuing the successful format introduced earlier in the year at the 2026 Big Project Middle East Awards, a number of categories also featured 'Honourable Achievement' recipients, recognising strong performances alongside the overall category winners. These additional accolades highlighted the increasingly competitive nature of the awards programme and the outstanding quality of entries received. The ceremony welcomed industry leaders and key stakeholders from across the region for an evening dedicated to recognising excellence in construction technology and digital innovation. The event was supported by Silver Partners: AECOM, RIB and CEMEX, and is scheduled to return in 2027. “Despite dynamic regional geopolitics in the first half of the year, the 2026 edition of the annual Digital Construction Awards was the best and biggest yet. The event grew significantly over the 2025 edition in terms of the number of participating companies, while the quality of nominations also took a leap forward, giving the judges and the editorial team a detailed view of new innovations and forward thinking in the built environment,” said Jason Saundalkar, Editorial Director at CPI Trade Media.

AWARDS / JUDGES

JULY-AUGUST 2026

MEET THE JUDGES Benoit Meulewaeter Director | Accuracy Benoit is a Civil Engineer from Belgium, a Member of the Society of Engineers in the UAE and active ASTM and PIANC Workgroup Member. He has 19-years of design and construction industry experience. His portfolio in the Middle East, Europe and Africa includes oil and gas marine developments, harbours, high-rise residential, office and hotel towers, mixed-use developments, industrial buildings, and renewable energies developments as well as 3D concrete printing projects.

Dr. Yasemin Nielsen Associate Professor, Director of EngD in Construction (Global) Heriot Watt University Dr Yasemin Nielsen has extensive academic and industry experience and is actively engaged in postgraduate education and research. She joined HeriotWatt University in 2007 and moved into industry in 2008 to take up a senior role with a leading developer as Sustainability Manager for prestigious projects in the region. After a period in both industry and academia, she rejoined HeriotWatt University in 2015.

Engi Jaber Associate Partner - Sustainability (+Impact) and Head of Climatize Engi Jaber is recognised as one of the region's leading, award-winning sustainability experts, and 50 Most Impactful Smart City Leaders (Global Listing) endorsed by the UN. She is the visionary founder of Climatize, a global leading sustainability advisory service that is part of +impact, where she drives strategic sustainable growth and delivers impactful projects across sectors such as construction, energy, transportation and public services.

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AWARDS / JUDGES

Olivia Taylor Senior Consultant | HKA Olivia Taylor is a Senior Consultant at HKA, specialising in the quantum of construction claims and disputes. With over 15 years’ experience across the UK and Middle East, she brings distinctive dual qualifications as a Chartered Architect with an LLM in Construction Law & Arbitration, supported by professional memberships (MCIOB, MCIArb) that reinforces her my standing in both construction and dispute resolution.

Clayton Vallabhan Deputy Editor, Construction Division | CPI Trade Media Clayton Vallabhan is a seasoned editor with over 8-years of UAE media experience. Over the course of his career, he has covered a number of different segments, including construction, broadcast and satellite, and consumer technology. Based in Dubai, UAE, he is the current Deputy Editor on Middle East Consultant magazine, the region’s only B2B title that’s focused on the AEC segment.

Jason Saundalkar Editorial Director, Built Environment & Heavy Industry Divisions CPI Trade Media Jason Saundalkar joined CPI Trade Media - a construction focused media company - nearly a decade ago and first worked on Middle East Consultant magazine, before moving on to Middle East Construction News - one of the region's most respected construction focused websites - and then onto Big Project Middle East magazine. He now oversees editorial and events across all CPI Trade Media brands, and lives and breathes construction.

AWARDS / WINNERS

JULY-AUGUST 2026

DIGITAL CONSTRUCTION AWARDS 2026 WINNERS PEOPLE AWARDS

Winner

Young Technology Champion of the Year

Seoyoung Kim | AECOM

BIM Specialist of The Year (Consultant)

Gareth Ponmoon | Dewan Architects + Engineers

BIM Specialist of the Year (Contractor)

Ahmad Elgammal | Khansaheb Civil Engineering

BIM Specialist of the Year (General)

Ahmad Sharjeel | Al Khoory Solutions

Digital Team of the Year (Consultant)

KEO’s Digital Thread team

Digital Team of the Year (Contractor)

Innovo’s Digital Innovation Team

Digital Team of the Year (Software)

Trimble Engineering & Technical Teams

Digital Visionary of the Year

Douglas Zuzic | Innovo Group

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AWARDS / WINNERS

PROJECT & EXECUTION AWARDS

Winner

Digital Construction Project of the Year – Building (Residential)

Engineering Contracting Company – Seagate

Digital Construction Project of the Year – Building (Commercial)

Khansaheb Civil Engineering – DEC Expansion Phase One

SPECIALIST AWARDS

Winner

Construction Software of the Year

OpenSpace

3D Printing Specialist of the Year for 2026

JT+Partners – Al Juma 3D Printed Mosque

AI Champion of the Year

Global Construction Solution

COMPANY AWARDS

Winner

Editor’s Choice Award

CEMEX UAE

Technology SME of the Year is for 2026

XD House

Excellence in Collaboration & Productivity

Trimble Middle East

Digital Consultant of the Year

DAS by KEO

Digital Contractor of the Year

Innovo Group

AWARDS / WINNERS

JULY-AUGUST 2026

YOUNG TECHNOLOGY CHAMPION OF THE YEAR

NER

R WA DS

26 WI

DC A

Seoyoung Kim AECOM

Honourable Achievement Maha Alharbi | SBG Contracting

Seoyoung Kim from AECOM grabbed the most first choice votes thanks to her work on testing and implementing Pollination software, application of BIM and 3D workflows across the Soudah, Al Numan and Dubai Harbour projects, and application of IES VE Python scripting to automate report generation for different space profiles. The judges also noted her efforts to engage with the broader AECOM team and other engineers to share her knowledge via meetings and townhall sessions. “I feel very grateful that I was able to be part of this journey in my company and to be recognised with this award at the Digital Construction Awards. I'm very honoured, thank you,” Seoyoung Kim, Mechanical Engineer commented.

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AWARDS / WINNERS

BIM SPECIALIST OF THE YEAR (CONSULTANT)

NER

R WA DS

26 WI

DC A

Gareth Ponmoon Dewan Architects + Engineers

Gareth Ponmoon impressed the judges thanks to his commitment to continuously developing BIM workflows across the firm's regional and international portfolios, implementation of ISO 19650-aligned BIM standards, and cloud-based collaboration and unified digital workflows across multiple disciplines and offices. “I'm very happy to have received this award; it’s been a long journey. I could not have done it without three pillars: first, God, second, the opportunity from Dewan and third, my family, who've constantly been there supporting me all the way. The opportunity, the strength, and support have been invaluable,” said Gareth Ponmoon, Deputy Head of BIM.

AWARDS / WINNERS

JULY-AUGUST 2026

BIM SPECIALIST OF THE YEAR (CONTRACTOR)

NER

R WA DS

26 WI

DC A

Ahmad Elgammal Khansaheb Civil Engineering

Shortlist Ahmad Elgammal | Khansaheb Civil Engineering David Awad | Innovo Group Mohab Magdy Abudiba | SBG Contracting Honourable Achievement Mohab Magdy Abudiba | SBG Contracting

The judges commended Ahmad for implementing a cloud-based BIM ecosystem that unified project disciplines and subcontractors into a single source of truth; leading a company-wide CDE migration across two divisions, and his work in developing automated Power BI dashboards. The automation eliminated over 63,000-minutes of manual work monthly, and enabled faster decision-making, improved accountability and accurate project forecasting. He was also responsible for introducing an automated model health monitoring system that analyses over 40 live BIM models instantly via mobile and tablets, improving responsiveness.

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AWARDS / WINNERS

BIM SPECIALIST OF THE YEAR (GENERAL)

NER

R WA DS

26 WI

DC A

Ahmad Sharjeel Al Khoory Solutions

Ahmad’s nomination caught the judge’s attention for showcasing his ability to successfully lead BIM delivery across demanding projects. His focus on developing construction-ready models, and efforts in solving coordination issues across complex disciplines were also applauded. His commitment towards the clients by supporting several companies beyond contractual obligations was also noted by the judges. “It’s been a difficult year for everyone, and this is my third year for being acknowledged with this award. It always overwhelms me, and there's a team with me who is involved in my projects, and I would like to dedicate this award to them. I'm very happy to receive this award,” said Ahmad Sharjeel, Technical Director.

AWARDS / WINNERS

JULY-AUGUST 2026

DIGITAL TEAM OF THE YEAR (CONSULTANT)

NER

R WA DS

26 WI

DC A

KEO’s Digital Thread team

Shortlist Dewan Architects + Engineers JT+Partners Digital Team KEO’s Digital Thread Team Honourable Achievement Dewan Architects + Engineers

KEO's Digital Thread team grabbed the most first choice votes for leveraging digital platforms, AI-enabled workflows, digital twins, immersive collaboration technologies, and GreenPort, and mitigated more than 1,000 environmental risks to date, while improving efficiency and governance. The team also transformed digital culture across KEO through multiple initiatives. “We are very grateful to be receiving this on behalf of the KEO Thread, which constitutes a number of digital leads across KEO global that, in effect, creates a future for the rest of the KEO when it comes to digital, and when it comes to the built environment,” said a KEO spokesperson.

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AWARDS / WINNERS

DIGITAL TEAM OF THE YEAR (CONTRACTOR)

NER

R WA DS

26 WI

DC A

Innovo’s Digital Innovation Team

Shortlist Innovo’s Digital Innovation Team Khansaheb Civil Engineering – Central Digital Construction Team

The judges were thoroughly impressed by the Innovo Digital Innovation Team’s focus on driving enterprise-wide digital adoption across the full construction lifecycle, their extensive work on pioneering a centralised Innovation Tracker to manage 41 active initiatives across the enterprise, in addition to their strong collaboration with academic, government and industry stakeholders to bridge construction with global technology ecosystems. The team's use of Artificial Intelligence Safety Monitoring and Autonomous Reality Capture also drew praise from the judges, as the initiative shifted site management from reactive to predictive.

AWARDS / WINNERS

JULY-AUGUST 2026

DIGITAL TEAM OF THE YEAR (SOFTWARE)

NER

R WA DS

26 WI

DC A

Trimble Engineering & Technical Teams

The team's nomination impressed the judges for demonstrating comprehensive support for a number of landmark projects across the region, and the tangible improvements realised by consultants and contractors in terms of design and delivery. Thandavan Boobalan, Senior Technical Consultant at Trimble shared, “I've been in the construction tech space for about 15 years now, working with contractors and consultant, to make their projects a little less stressful and a lot more connected. I'm truly proud to hold this award on behalf of our entire team. As Trimble Construction Solutions, we connect people, data, and technology through a single digital thread, that covers the entire project lifecycle.”

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AWARDS / WINNERS

DIGITAL VISIONARY OF THE YEAR

NER

R WA DS

26 WI

DC A

Douglas Zuzic Innovo Group

The judges felt that Innovo Group's Douglas Zuzic demonstrated exceptional leadership in transforming digital innovation from isolated technology initiatives into a strategic business function with measurable impact across the group. The judges noted that since joining the firm, he has established a comprehensive innovation framework, leads the Digital Innovation Department and manages over 40 active digital initiatives, and has explored the adoption of AI across engineering, construction and operational workflows. The judges also applauded his efforts to establish strategic partnerships with leading institutions and collaborate with global construction leaders to exchange expertise, best practices, and innovation strategies.

AWARDS / WINNERS

JULY-AUGUST 2026

DIGITAL CONSTRUCTION PROJECT OF THE YEAR – BUILDING (RESIDENTIAL)

NER

R WA DS

26 WI

DC A

Engineering Contracting Company Seagate

The Seagate project garnered praise as it stands as a step-change in how construction projects can be delivered. It was delivered leveraging an in-house BIM automation ecosystem and end-to-end BIM data continuity and standardisation. On completion, quantifiable lean construction and productivity gains were tracked, while material wastage was also reduced by nearly 64%. “We're over the moon about winning this award. Every time we win these awards, it helps us see where we where we stand in the market. And with this award, we're clearly seen as one of the top digital contractors. We look forward to continuing to innovate and shine in the future,” said a spokesperson.

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AWARDS / WINNERS

DIGITAL CONSTRUCTION PROJECT OF THE YEAR – BUILDING (COMMERCIAL)

NER

R WA DS

26 WI

DC A

Khansaheb Civil Engineering DEC Expansion Phase One

The judges commended Khansaheb Civil Engineering for leveraging digital construction as the key driver of this critical, fast-tracked megaproject. The nomination highlighted that the firm leveraged BIM AI tools and natural-language Revit automation to cut model management effort by 70%, while two-way ACCto-Aconex integration moved over 34,000 documents automatically, saving 200 administrative days with zero transcription errors. Matt Curson, Group IT Manager said, “We are very proud to win this award; we have put a huge amount of effort into our digital sphere to enable the project to be built better, faster, quicker, and on time. Huge kudos to the team.”

AWARDS / WINNERS

JULY-AUGUST 2026

CONSTRUCTION SOFTWARE OF THE YEAR

NER

R WA DS

26 WI

DC A

OpenSpace

Shortlist OpenSpace RIB Software Trimble Middle East Honourable Achievement Trimble Middle East

OpenSpace captured the most first choice votes thanks to its ability to connect documents with what’s actually happening on sites, driving quicker decision-making, reducing rework and resolving disputes up to 5-times faster. The judges also noted that the solution enabled teams to resolve design conflicts early, and gave remote executives real-time site visibility. Sam Badrah, Managing Director | EMEA Emerging, stated, “It's a great honour to be here today. We go above and beyond to help companies to deliver projects on time, with the minimum amount of risk and delays possible, and enable them to handle all the risks in a preventative way rather than a corrective way.”

BigProjectME.com

AWARDS / WINNERS

3D PRINTING SPECIALIST OF THE YEAR

NER

R WA DS

26 WI

DC A

Al Juma 3D Printed Mosque JT+Partners

3-nominations were submitted to this category, however the Al Juma 3D Printed Mosque by JT+Partners immediately became the obvious winner, as a result of its detailed nomination. The project is the UAE's first fully functional 3D printed mosque and combines Islamic architectural heritage with advanced additive manufacturing and digital construction technologies and workflows. “It's an honour to win this award; the Al Juma 3D Printed Mosque is a unique project, as it is a fully 3D printed mosque and that's not something you see every day. We're honoured to be part such an incredible project, and look forward to being able to visit the mosque once it is fully open,” said a spokesperson.

AWARDS / WINNERS

JULY-AUGUST 2026

AI CHAMPION OF THE YEAR

NER

R WA DS

26 WI

DC A

Global Construction Solution

Shortlist AESG Global Construction Solution

Global Construction Solution scored the most first choice votes for its use of AI in engineering, surveying, BIM, geospatial intelligence, and digital construction services via the GCS AI+ solution. The judges also noted that the company implemented AI-driven digital twins, scan-to-BIM and infrastructure modelling workflows that improved project accuracy, efficiency, and lifecycle asset management. Makram Jaibaji, Chief Executive Officer remarked, “It’s been great to win this prestigious award - it's a very nice feeling. For this year, we did a lot of work with AI in terms of improving the way projects are delivered, so construction companies can realise time and cost savings in addition to other benefits.”

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AWARDS / WINNERS

EDITOR’S CHOICE AWARD

NER

R WA DS

26 WI

DC A

CEMEX UAE

Cemex actually submitted its nomination for a different category, however the editorial team decided it was worth recognising the firm separately with an Editor's Choice Award, taking into account its work on simplifying the customer journey and enhancing efficiency through the use of technology. The editorial team noted that the firm identified pain points across the customer journey, including long wait times, dropped calls, complex IVR, poor order visibility, delayed invoices, and limited payment options, and transformed the customer experience through an agile process. It also introduced an integrated digital model that replaced reactive, manual interactions that are common in heavy industry.

AWARDS / WINNERS

JULY-AUGUST 2026

TECHNOLOGY SME OF THE YEAR

NER

R WA DS

26 WI

DC A

XD House

XD House recognised the firm for being one of the first SMEs globally to achieve BSI Kitemark for ISO 19650 via a low-code automation platform. The judges were also impressed with the fact that the firm's solutions were developed in-house to serve distinct client verticals including consultants, contractors, manufacturers, developers and owners, while remaining operationally lean and commercially scalable. Mohamad Ayoub, Partner and COO commented, “We're very happy to receive the Technology SME of the Year award. This is a truly special moment for us, and we look forward to building on this success in the future.”

BigProjectME.com

AWARDS / WINNERS

EXCELLENCE IN COLLABORATION & PRODUCTIVITY

NER

R WA DS

26 WI

DC A

Trimble Middle East

Shortlist BNW Developments Trimble Middle East XD House / XDHouse.AI

The judges awarded Trimble Middle East the most first choice votes as a result of Trimble Connect's transformative impact on the way construction teams collaborate across the Middle East, by connecting design, engineering, fabrication, and site workflows within a single cloud-based environment. “We are a technology partner for a lot of leading consultant and contractors in the region; it's great to be part of their digital journey, and to be able to work closely with them to improve their digital workflows. We've won 3-awards today, it's a great feeling to be recognised for our efforts at such a prestigious event amongst so many other companies,” said Azhar Waseem, Area Business Manager.

AWARDS / WINNERS

JULY-AUGUST 2026

DIGITAL CONSULTANT OF THE YEAR

NER

R WA DS

26 WI

DC A

DAS by KEO

Shortlist AESG Excellence Consortium HKR Architects JT+Partners tangramGULF XD House Honourable Achievement AECOM

KEO’s Digital Advisory Services has driven tremendous impact within over 10 KEO business units, as well as with clients. It has standardised over 100 workflows across 650 projects on a Common Data Environment, migrated over 100 projects to the cloud, retired over 1,000 desktop licenses and enabled over 3,500 users plus over 350 external organisations to collaborate seamlessly. Juan Tena Florez, Digital Services Director, representing the team of DAS by KEO, “We feel very proud all the team members are doing a great job. And we are hoping to get the team to enjoy tonight, after all the efforts of the year, this is a great recognition.”

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AWARDS / WINNERS

DIGITAL CONTRACTOR OF THE YEAR

NER

R WA DS

26 WI

DC A

Innovo Group

Shortlist Engineering Contracting Company HTS Interiors Innovo Group Khansaheb Civil Engineering SBG Contracting Honourable Achievement Khansaheb Civil Engineering

Innovo’s nomination drew commendations for several reasons: it industrialised innovation by managing 41 active initiatives across all departments, and developed inhouse BIM automation and AI Schedule Analysis tools to reduce manual dependency, automating approximately 20% of the shop drawing process, with a projected realisation of 19,200 annual man-hours saved. The nomination also highlighted its centralised Value Tracker quantifies digital impact through predictive analytics, and is targeting AED 9.2mn in annual savings and over 31,600 productivity hours. In addition, it pioneered the use of autonomous robotics and AI-powered LiDAR scanning for real-time field data collection.

AWARDS / HONOURABLE ACHIEVEMENT

JULY-AUGUST 2026

DIGITAL CONSTRUCTION AWARDS 2026 HONOURABLE ACHIEVEMENT PEOPLE AWARDS

Honourable Achievement

Young Technology Champion of the Year

Maha Alharbi | SBG Contracting

BIM Specialist of The Year (Consultant)

Angel Balilo | XD House

BIM Specialist of the Year (Contractor)

Mohab Magdy Abudiba | SBG Contracting

BIM Specialist of the Year (General)

N/A

Digital Team of the Year (Consultant)

Dewan Architects + Engineers

Digital Team of the Year (Contractor)

N/A

Digital Team of the Year (Software)

N/A

Digital Visionary of the Year

Ihab Ramlawi | DuPod

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AWARDS / HONOURABLE ACHIEVEMENT

PROJECT & EXECUTION AWARDS

Honourable Achievement

Digital Construction Project of the Year – Building (Residential)

N/A

Digital Construction Project of the Year – Building (Commercial)

N/A

SPECIALIST AWARDS

Honourable Achievement

Construction Software of the Year

Trimble Middle East

3D Printing Specialist of the Year for 2026

N/A

AI Champion of the Year

N/A

COMPANY AWARDS

Honourable Achievement

Editor’s Choice Award

N/A

Technology SME of the Year is for 2026

N/A

Excellence in Collaboration & Productivity

N/A

Digital Consultant of the Year

AECOM

Digital Contractor of the Year

Khansaheb Civil Engineering

BIM SPECIALIST OF THE YEAR (CONSULTANT)

Maha Alharbi SBG Contracting

Angel Balilo XD House

HIE

SBG Contracting's Maha Alharbi drew praise from the judges for positively impacting the firm's Digital Construction team, thanks to her design experience and strong technical foundation. The judges recognised that she led the planning and development of a centralised material library initiative comprising over 25,000 items, ensured ISO 19650 compliance across multi-disciplinary projects, performed BIM assessments for tender and construction project, engaged with BIM and laser scanning solution providers and much more “I feel so blessed to win this trophy as it will encourage me to do more. I would like to thank the judges who have appreciated my work, and I would like to thank my company for encouraging me,” said Alharbi.

BLE

ENT

N HO O U

BLE ENT

JULY-AUGUST 2026

YOUNG TECHNOLOGY CHAMPION OF THE YEAR

N HO O U

AWARDS / HONOURABLE ACHIEVEMENT

HIE

Angel Balilo's nomination caught the judges' attention as it highlighted his work leading XD House’s BIM technical execution, and his work on the XDH Builder Revit plugin, which replaces modelling with parametric workflows. He also secured votes for introducing a verificationfirst quality strategy through Total Length and Edge Length Tools that automatically checks parametric elements against intended generation values before fabrication. Additionally, the judges praised his work as a mentor for the company's in-house modelling team, his work on shaping the XDH Builder roadmap, and for being the lead client-facing technical expert on a number of projects being driven by Foster and Partners, AECOM and NEOM.

DIGITAL TEAM OF THE YEAR (CONSULTANT)

Mohab Magdy Abudiba SBG Contracting

Dewan Architects + Engineers

HIE

SBG Contracting's Mohab Magdy Abudiba's nomination caught the judges' attention due to his consistent contributions to elevating BIM implementation standards, as well as his efforts to redefine how digital construction delivers measurable value on some of the Kingdom’s most complex mega-projects. As part of his role, he has led the implementation of ISO 19650 across multiple mega projects, and driven the implementation of 4D BIM on large projects. He’s also resolved complex coordination and sequencing challenges by refining BIM workflows and improving clash management, and leverages AI capabilities across the full project lifecycle, all of which helped him secure votes from the judges.

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BIM SPECIALIST OF THE YEAR (CONTRACTOR)

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HIE

The Digital Delivery Team drew kudos for integrating AI directly into operational workflows rather than treating it as a standalone technology layer; introducing dynamic AIdriven reporting and analytics environments that reduced dependence on traditional platforms, and for developing Revit, Navisworks and Forma MCP-based frameworks in supporting autonomous agents and automations focused on BIM coordination and clash detection. “I'm excited and happy about winning this award. We've been busy and there's been a lot of push and drive for innovation within the practice. A lot of work was above and beyond what we do on day-to-day projects but seeing real impact has been the driver for everything,” said Christopher Stock, Head of Digital Delivery.

CONSTRUCTION SOFTWARE OF THE YEAR

Ihab Ramlawi DuPod

Trimble Middle East

HIE

Ihab Ramlawi's nomination scored points with the judges for his efforts to re-imagine how construction can be delivered through an integrated, industrialised and data-driven model. By implementing an end-toend BIM-to-manufacturing digital platform, pioneering design-to-delivery intelligence, institutionalising ERP+ BIM integration, he has transformed DuPod into one of the region’s most industrialised construction platforms. Ihab Ramlawi stated, “It's a real pleasure to win this award; this is an acknowledgment that basically confirms innovation in construction is moving forward, and we are happy to be leading the region in this particular field. We would love to put more effort and more enablement into technology as we go forward”.

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DIGITAL VISIONARY OF THE YEAR

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The nomination for Tekla Structures caught the judges’ attention due to its impressive track-record of supporting the delivery of complex and iconic projects, its powerful coordination accuracy that reduced rework and accelerated fabrication and construction workflows, and support in terms of enhancing collaboration between engineers, detailers, fabricators and construction teams through connected BIM workflows. “We'd would like to thank our customers, partners, and the broader Trimble team for their hard work and support - it has been incredible. Thank you also to the judges for recognising our solutions and our work with customers and partners,” remarked Sabarikrishnan Thirunavukkarasu, Regional Sales Head.

DIGITAL CONTRACTOR OF THE YEAR

AECOM

Khansaheb Civil Engineering

HIE

The judges commended AECOM for its digital-first culture, and for its work in developing Oscar, a new generative AI platform that enables its engineers to access trusted knowledge, generate structured deliverables and improve efficiency. The judges also noted that the firm achieved a key milestone with AI4Engineering, which integrates AI into specialised engineering capabilities, which along with other tools, strengthens project delivery and ensures business competitiveness. Marc Durand, Digital Delivery Director, shared, “I'm really proud of my team, winning this award is a great achievement, and having the recognition of our peers is always welcome”.

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DIGITAL CONSULTANT OF THE YEAR

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Khansaheb Civil Engineering's nomination drew praise for its use of an end-to-end digital platform that unified all its business units, 2,000 subcontractors and consultants, and client organisations across multiple contracts. The judges were also impressed that it deployed AI tools from end-to-end including: Navatek’s nAI Hub & nAI Flow for HSE resulting in 70% faster procedure lookup; Autodesk Forma Assistant and Specifications for design, Progress Centre for site monitoring, and Claude-powered Revit and BIM model tools — reducing engineer-days of calculations into minutes and cutting model management effort by 70%. By standardising digital workflows, it also cut submittal and RFI turnaround times by over 20% and reduced coordination errors.

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IN PROFILE / ALEC DATA CENTER SOLUTIONS

JULY-AUGUST 2026

DELIVERING DIGITAL INFRASTRUCTURE ALEC DATA CENTER SOLUTIONS’ BJORN VIEDGE TALKS TO BIG PROJECT ME’S JASON SAUNDALKAR ABOUT THE REGIONAL DATA CENTRE MARKET, OPPORTUNITIES AND CHALLENGES, INVESTMENTS THAT HIS FIRM HAS MADE INTO DELIVERY CAPABILITY, AND HOW HIS FIRM BRINGS THESE DIGITAL INFRASTRUCTURE PROJECTS TO FRUITION

IN PROFILE / ALEC DATA CENTER SOLUTIONS

The data centre (DC) segment has evolved tremendously in the last decade and has become one of the most important sectors for the global economy. In the Middle East, these digital infrastructure projects have become a strategic pillar, with key markets such as the UAE, Saudi Arabia and others moving quickly to become hubs for hyperscale density. This move is backed by significant weight from sovereign wealth funds, policy reform, regulatory framework and partnerships with global technology companies. According to Blackridge Research & Consulting, the regional data centre market is projected to grow from 1GW of capacity in 2025 to over 3.3GW by 2030. Between 2026 and 2031 cumulative construction investments into data centres is expected to exceed US $51bn between 2026 and 2031, with collocation investment alone projected to be approximately $33.7bn from 2025 to 2030. Commenting on the data centre segment in the GCC, Bjorn Viedge, General Manager of ALEC Data Center Solutions notes, “The GCC data centre (DC) market is entering a new phase of maturity. Historically, regional DC demand was driven largely by cloud adoption, enterprise digitisation and government digital transformation initiatives. Today, those drivers remain important but they are now being complemented - and increasingly overtaken by artificial intelligence (AI) infrastructure requirements.” Viedge explains that markets such as the UAE and Saudi Arabia have positioned themselves as regional digital hubs through significant investments in power infrastructure, connectivity, sovereign cloud initiatives and AI strategies. These markets are now attracting some of the world's largest hyperscale operators alongside regional cloud providers, telecom operators and AI platform developers, he confirms. “Looking ahead over the next 5-years, I expect Saudi Arabia and the UAE to remain the largest contributors to

Our key differentiator compared to other players in the market is our ability to integrate design, procurement, construction and commissioning into a single delivery strategy. 70

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LEADING THE WAY Bjorn Viedge, General Manager of ALEC Data Center Solutions.

our business. The UAE continues to lead in innovation, speed of execution and AI-focused infrastructure, while Saudi Arabia offers unparalleled scale through Vision 2030 and giga-project developments.” Growth drivers

The data centre segment is being driven by several factors in the region, including economic diversification agendas, sovereign AI ambitions as well as natural advantages, including the availability of land, power and water and lower development costs. Viedge highlights AI, digital sovereignty, and economic diversification as the main pillars. He comments, “The demand for AI is fundamentally reshaping infrastructure. Training and inference workloads require significantly larger, higher-density facilities with resilient power and advanced cooling solutions. Governments also increasingly require data to remain within national borders, driving investment in sovereign cloud infrastructure and local hyperscale capacity.” Additionally, he points out that across the GCC, digital infrastructure is becoming recognised as essential national infrastructure alongside transport, utilities and telecommunications, and says that governments increasingly view data centres as enablers of knowledge economies and foreign investment. As a prominent player in the DC space, ALEC Data Center Solutions has the ability to deliver data centres to fit any business model, from traditional DC builds, through to fully prefabricated solutions. Discussing which solution is the most in demand in the markets his firm operates, Viedge outlines, “Traditional build still dominates due to the urgency of hyperscale campus demand. However, there isn't a single solution – we are seeing an evolution towards the offsite fabrication of modular Power Train Units which are precommissioned in the factory and integrated into traditional construction topologies. We have not seen much demand for Edge type DCs; however, this may change in future.” Here, Viedge explains that ALEC Data Center Solutions provide clients with end-to-end delivery capability spanning design management, preconstruction, procurement, offsite fabrication, Civil, MEP and ELV installation works, and finally the testing and commissioning scope prior to final handover.

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“Our approach focuses on unifying these disciplines from the earliest stages to reduce risk, improve certainty and accelerate delivery. Our key differentiator is our ability to integrate design, procurement, construction and commissioning into a single delivery strategy, supported by our own in-house capability to fully execute and commission the CSA, MEP and ELV trades. Data centres succeed when these disciplines operate as one team,” he says. Since it was founded, ALEC Data Center Solutions has invested steadily into its staff and capabilities to ensure it remains on the cutting edge of data centre delivery. Sharing insights into the company’s investments, Viedge

IN PROFILE / ALEC DATA CENTER SOLUTIONS

outlines, “Apart from the dedicated efforts in recruitment, training and the upskilling of specialist data centre and commissioning teams, ALEC Data Center Solutions has also invested in its manufacturing & prefabrication capabilities.” He adds, “We are also establishing strong supply chain partnerships to ensure full visibility and alignment.” The company has handed over multiple projects to date and has taken significant learnings away from those projects. Outlining key takeaways, Viedge says that early contractor involvement creates immense value, while design certainty ultimately reduces programme and delivery risk. He also explains that digital quality 71

IN PROFILE / ALEC DATA CENTER SOLUTIONS

KEY MARKETS Over the next 5-years Viedge expects the UAE and Saudi Arabia to remain the largest contributors to his company’s business.

management significantly improves project handover and insists that commissioning planning begins at the concept stage. Last but certainly not least, he states that collaboration consistently outperforms contractual silos. Project challenges

Pressed about the challenges the company faces on DC projects, Viedge says that programme certainty, design evolution, management of long lead equipment along with interface management remain the main issues that his team has to overcome. He also states that the progression of DC projects regionally would benefit from faster utility & permitting approvals as a whole. As far as the most important factor in terms of DC delivery, Viedge notes that due to the current shortage of capacity, developers cannot afford any delays on data centre projects, especially those relating to AI, and states that integrated planning is crucial. “Integrated planning is critical to ensure that engineering is completed swiftly and accurately, to facilitate early 72

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procurement of key packages and long lead items. At site, construction teams need to work seamlessly to ensure construction activities are completed in a phased sequence, to the required quality, to facilitate a seamless transition into testing & commissioning,” he highlights. Viedge also emphasises that commissioning should not begin when construction finishes but rather when design begins. Outlining missteps that have been observed on data centre projects delivered in the segment, Viedge says, “The main issues we’ve observed are long lead procurement activities not being aligned to development programmes, late design changes leading to construction delays, poor interface management, and inadequate QA records impacting commissioning and completion activities.” As far as issues that may have an impact on DC growth in the region, Viedge notes that there are several factors, including: supply chain constraints, utility power availability, lack of skilled workforce and a speed versus quality approach to projects. “The demand for DC projects and the lead times of long-lead equipment is increasingly stressing the supply chain and respective lead times of long-lead equipment (generators, transformers, switchgear etc). Order books are now stretching well beyond previous norms. Prices too

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IN PROFILE / ALEC DATA CENTER SOLUTIONS

The objective is not simply to build fewer data centres to eliminate climate impacts — it is to build more efficient ones. are increasing based on these shortages, which are being driven by a combination of surging demand and raw material shortages — particularly steel and copper,” he remarks. In terms of power availability, he clarifies that it’s not currently an issue in the Middle East but cautions that new grid connection agreements could become a challenge should data centre power capacity requests continue to boom. Elaborating on his comment about the availability of a skilled workforce, he states, “Our experience shows that companies involved in DC projects are often competing for the same experienced personnel. And the challenge today isn't finding people – it is finding people who have actually delivered large mission-critical facilities.” “The industry doesn't just need more people - it needs more people with mission-critical expertise. As AI accelerates demand for digital infrastructure, developing the next generation of specialist engineers, commissioning professionals and technical leaders will be just as important as investing in power and technology.”

Talking about speed versus quality, he explains that the challenge is no longer demand but rather delivering capacity quickly enough, while maintaining the quality and reliability expected from mission-critical infrastructure. While key Middle Eastern markets certainly have the appetite, capability and prerequisites to build and operate hyperscale data centres, there are unique challenges associated with builds of this kind. Shedding light on this topic, Viedge says, “With the new requirement for high-density AI racks, more demand is being placed on the provision of power and associated cooling of these facilities. This creates unique challenges with regards to utility coordination, power grid interfaces, and efficient cooling strategies.”

SUSTAINABILITY IN FOCUS Viedge says facilities should use a greater mix of renewable energy and recommends facilities should be designed with lower PUE, and that intelligent controls be utilised with the support of AI analytics to reduce power demand.

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“Apart from this, we are also seeing signs of equipment shortages linked to the requirement for testing & commissioning of these large facilities in reduced timelines, particularly load banks.” The climate question

Across the globe data centres are increasingly being highlighted as being significant contributors to climate change, due to their significant energy and cooling requirements. A 2026 Allianz Trade study estimated that data centres emitted 286m tonnes of CO2 in 2025 – 57% higher than previous IEA estimates, with AI already accounting for 15-20%

THE BACKBONE OF A DIGITAL FUTURE Every advancement in AI, cloud computing, healthcare, finance, and digital government ultimately relies on resilient digital infrastructure.

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of data centre electricity use, a share that could potentially rise to as much as 40% by the year 2030. A different report highlighted that cooling these facilities has a large indirect water footprint. US data centres’ 2023 electricity use alone was said to have corresponded to an estimated 800b litres of indirect water consumption through grid-mix effects. Pressed for his thoughts on how these impacts can be mitigated, Viedge notes that data centres should be recognised as critical infrastructure that enables digital economies and AI innovation. He says, “The objective is not simply to build fewer data centres to eliminate climate impacts — it is to build more efficient ones.” He recommends that facilities should aim to use a greater mix of renewable energy, facilities should be designed with lower PUE (efficient cooling with liquid cooling for example), and that intelligent controls could be utilised with the support of AI analytics to reduce power demand. He also

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IN PROFILE / ALEC DATA CENTER SOLUTIONS

ONGOING FOCUS ALEC Data Center Solutions will continue to focus on expanding its technical capabilities, strengthening its specialist workforce, and growing its manufacturing and delivery capacity.

says that there should be a greater focus on prefabrication and on reducing embodied carbon on data centre construction projects. Geopolitical impact

Earlier this year, when hostilities erupted between the US, Israel and Iran, which then also resulted in the closure of the Strait of Hormuz, seismic impacts were observed on energy markets, supply chains and global trade. This then had a knock-on effect on certain construction projects due to cost escalation and the availability of materials and machinery. Discussing the impact of the Strait of Hormuz closure on the delivery of data centre projects specifically, Viedge clarifies, “While isolated schedule impacts have occurred across the industry, we have not seen widespread project delays solely attributable to these regional geopolitical events. There has been a noted effect on logistics and insurance costs as expected, however, the data centre industry has adapted remarkably quickly through improved logistics planning.” He elaborates, “The temporary concerns around the Strait of Hormuz highlighted the importance of proactive procurement strategies, supplier diversification and early engagement with equipment manufacturers.” “Looking ahead, assuming regional stability continues, I expect supply chains to normalise progressively over the coming months. The longer-term lesson is that resilience in procurement planning is now as important as resilience in facility design,” he states. Discussing what the future looks like for ALEC Data Center Solutions, Viedge is confident about the future of the DC segment and believes that his organisation will play a significant role in the development of this digital infrastructure.

“We see significant future opportunities across the GCC region as AI infrastructure investment accelerates. At ALEC Data Center Solutions our focus remains on expanding our technical capabilities, strengthening our specialist workforce, and growing our manufacturing and delivery capacity to support increasingly complex, campus-scale developments,” he highlights. Making his closing statements he confirms, “Every advancement in AI, cloud computing, healthcare, finance and digital government ultimately relies on resilient digital infrastructure.” Viedge concludes, “Our responsibility as delivery partners is not simply to build data centres - it is to build the infrastructure that will underpin the next generation of economic growth.” 75

IN PROFILE / MEGARME

JULY-AUGUST 2026

IN PROFILE / MEGARME

THE NEXT PHASE OF INFRASTRUCTURE PERFORMANCE AS THE GCC ENTERS A NEW PHASE OF INFRASTRUCTURE MATURITY, MEGARME MANAGING PARTNER DIEGO PARRA DISCUSSES ASSET INTEGRITY, OPERATIONAL RESILIENCE, AND LONG-TERM GROWTH WITH BPME'S PRIYANKA RAINA Across the GCC, billions of dollars continue to be invested in infrastructure, industrial facilities, and energy assets as governments pursue ambitious economic diversification strategies and long-term development agendas. While much of the conversation has traditionally centred on delivering new projects, the region is increasingly recognising that the long-term success of these investments depends just as much on maintaining, protecting, and optimising the assets once construction is complete. As ageing infrastructure joins an expanding portfolio of critical facilities, demand is growing for specialist inspection, maintenance, and asset integrity solutions that can enhance reliability, minimise downtime, and extend operational life. Against this backdrop, Megarme has evolved from a specialist rope Access contractor into an integrated provider of asset integrity, inspection, maintenance, and engineering solutions, supporting clients across the UAE, Saudi Arabia, and the wider Middle East. In this exclusive interview Diego Parra, Managing Partner at Megarme, speaks with BPME's Priyanka Raina about the company's growth strategy, the changing priorities of asset owners, the role of technology in improving operational performance, and why proactive asset management will play a defining role in the next chapter of the GCC's infrastructure story.

IN PROFILE / MEGARME

JULY-AUGUST 2026

KEY MARKETS Over the next 5-years Viedge expects the UAE and Saudi Arabia to remain the largest contributors to his company’s business.

Tell us about your professional journey and the key experiences that have shaped your leadership approach and vision for Megarme?

My background started as a mechanical engineer in Chile, and my professional journey has taken me across facilities management, energy, industrial services, and infrastructure. Each stage has helped me understand how critical assets equally are operated, maintained, protected, and improved throughout their lifecycle. Over the past 10-years in the Middle East, I have progressed on different companies covering specialised activities for facilities management, then working over business development and sales management and operations management to conclude, for now, on my current role as Managing Partner at Megarme. This 78

path has given me a broad view of the business, from technical delivery on site to client relationships, commercial strategy, and operational leadership. Megarme has been a very important part of that journey. When I joined, I focused on understanding the company’s wide range of specialist services, from rope access and inspection to maintenance, repair, protection, and turnkey asset integrity solutions. I also certified myself through several international accreditations, which helped me strengthen my technical knowledge and better understand the standards required in our industry. A key part of my experience has been working on turnkey solutions for flagship projects, mainly in the UAE. These projects have shaped my leadership approach because of the learning on the success but specially over the failures. This led me to a strong career on planning, coordination, training, safety discipline, client trust, and strong execution. My vision for Megarme is to continue building the company as a trusted asset integrity partner and Energy & Industrial Solution Partner: not simply a specialist contractor, but a business that helps clients protect, maintain, and extend the life of their most critical assets. Describe your leadership philosophy, and how it has shaped Megarme’s culture?

My leadership philosophy is built around people. As someone dear to me has always said, it is all about people. In a highly technical industry, operational excellence, technical competence, safety performance, and accountability are all essential, but they are also ultimately the result of having the right people, developing them properly, and creating an environment where they can succeed.

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At Megarme, we work in high-risk environments, often at height, offshore, or around critical infrastructure, so discipline, planning, and competence are nonnegotiable. But I believe those standards can only be achieved through people who are trained, trusted, motivated, and given the opportunity to grow. For me, leadership is not only about relying on the talents who can deliver today. It is also about creating space for those who are not yet ready, but who, with care, motivation, patience, and the right guidance, can develop into people who make a real difference within the organisation and the wider industry. This philosophy has shaped Megarme’s culture by making people development inseparable from operational performance on a day-to-day basis. As a company, we invest in training, supervision, communication, and accountability because we believe that strong people create strong operations. The result is a culture where our teams are technically capable, safety-focused, and proud of the work they deliver.

IN PROFILE / MEGARME

Outline Megarme’s plans for growth and expansion. Which markets show the most promise for your business over the next 3-years?

Megarme’s growth strategy is focused on strengthening our established presence in the UAE and Saudi Arabia, while selectively expanding across the wider Middle East region over the short term. In the medium to long term, we also see Africa and Europe as important markets within our expansion pipeline. Over the next 3-years, the most promising opportunities for Megarme are in the UAE and Saudi Arabia, particularly in infrastructure, energy, and industrial sectors. Within the UAE, we see strong growth potential in Dubai, Abu Dhabi, and Ras Al Khaimah, where ongoing investment in infrastructure, industrial development, energy assets, and complex built

HIGH-RISK ENVIRONMENTS As a contractor, the company works in a number of high-risk environments that are at height, offshore or are around critical infrastructure.

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IN PROFILE / MEGARME

environments continues to create demand for specialist access, inspection, maintenance, and asset integrity solutions. Our expansion plans are built around positioning Megarme as a comprehensive energy and industrial solutions company, as well as a trusted asset integrity services provider. This means not only supporting our existing client base with a broader and more integrated range of services, but also expanding our geographic coverage, technical capabilities, and sector reach. A key part of our strategy is to move beyond individual service delivery and provide clients with complete, reliable, and efficient solutions across the full lifecycle of their assets. By combining specialist access expertise with inspection, maintenance, repair, integrity management, and industrial support services, we aim to deliver greater value, improve operational safety, and support the long-term performance of critical assets. In summary, our priority is controlled and sustainable growth: deepening our market share in the UAE and Saudi Arabia, expanding selectively across the Middle East, and preparing the business for future opportunities in Africa and Europe.

People development is inseparable from operational performance. Strong people create strong operations.

enhancements, asset-life extension projects, and new developments. Compared with previous years, demand appears particularly strong due to a combination of factors: geopolitical conditions, the need for operational reliability, increased focus on safety, and the pressure on asset owners to reduce downtime while improving performance. Over the next 3-years, I expect the UAE market to become increasingly focused on efficiency, innovation, and asset protection. Clients will look for solutions that reduce maintenance time, improve inspection accuracy, extend asset life, and offer safer and more efficient alternatives to traditional methods. We also expect stronger emphasis on upgraded safety standards, technical training, digital inspection tools, and more advanced protection systems. Overall, the market outlook is positive. Demand will likely remain strong, but clients will become more selective, favouring service providers who can deliver specialist expertise, reliable execution, cost efficiency, and innovative solutions.

Looking at the UAE specifically, which sectors are generating the strongest demand for specialist

How has the current geopolitical situation affected

maintenance, inspection, and protection services? How

your business? What are some of the challenges you

do you see this developing over the next 3-years?

are facing and how are you addressing them?

In the UAE, the strongest demand, on our own experience, for specialist maintenance, inspection, and protection services is currently coming from the infrastructure and energy sectors. Infrastructure has always been one of the main drivers of the UAE economy, and we continue to see strong demand in this area, particularly as the country invests in the maintenance, upgrade, and long-term protection of existing assets as well as new developments. The energy sector is also a key source of demand. Oil and gas, power generation, refineries, and industrial plants remain highly active markets, supported by ongoing repair work, plant

The geopolitical situation has created a more complex operating environment. The main impact is not a lack of demand - demand remains strong. The challenge is volatility. We have seen pressure on logistics, shipping routes, insurance, material availability, and client decisionmaking timelines. Disruption around the Strait of Hormuz and wider regional shipping routes has affected energy markets, maritime transport, and global supply chains. For a specialist contractor like Megarme, this means we must plan earlier, communicate more clearly, and manage risk more actively. We are addressing this through stronger

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INTEGRATING EXPERTISE By integrating specialist access expertise with inspection, maintenance, repair, integrity management, and industrial support services, the firm plans to deliver greater value, operational safety and long-term asset performance.

procurement planning, alternative supplier options, closer coordination with clients, better forecasting of material requirements, and more disciplined project controls. We are also very focused on local capability, because regional sourcing and local execution are becoming more important for resilience. The key is transparency. Clients understand the environment, but they expect contractors to be proactive. Our role is to identify risks early and provide practical solutions before they affect safety, schedule, or cost. In response to the earlier question, when do you foresee a return to normality with regards to cost escalation for materials?

I would be careful with the word 'normality'. I do not believe the market will simply return to the conditions

we knew before the recent disruptions. What I expect instead is a shift from extreme volatility to managed volatility. In my view, a more stable environment could emerge over the next 12 to 18 months, provided shipping routes, insurance markets, and energy prices continue to stabilise. However, clients and contractors should not wait for significant cost decreases, as I believe that is unlikely to happen in any meaningful way. The best outcome we can realistically expect is predictability. Once the rules of the game become clearer and more stable, leadership teams will be better able to plan, manage cash flow, price risk properly, and turn challenging or loss-making projects into more sustainable outcomes. So, for me, the return to normality is not about prices going back to where they were. It is about reaching a point where the market becomes predictable enough for companies to make sound commercial and operational decisions again. The GCC continues to witness significant investment in infrastructure, industrial facilities, and energy projects. How do you see this developing in the coming years?

I believe the GCC will remain one of the most active regions globally for infrastructure, energy, and industrial investment. The difference over the next 3-years is that execution discipline will become even more important. Governments and developers still have ambitious plans, but the market 81

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will be more selective, more focused on local content, and more sensitive to supply chain and financing risks. The GCC infrastructure and construction market entered 2026 with strong underlying fundamentals and a substantial long-term project pipeline, supported by major government development agendas such as Saudi Vision 2030, Abu Dhabi Economic Vision 2030, Dubai 2040 Urban Master Plan, and Qatar National Vision 2030. While short-term market conditions may be affected by geopolitical, funding, and cost pressures, continued investment in infrastructure, energy, transport, utilities, and industrial development is expected to create meaningful opportunities across the region.

MARKET SHIFT Over the next 3-years, Parra believes that the UAE market will become increasingly focused on efficiency, innovation, and asset protection.

For Megarme, this is positive because every new asset eventually becomes an asset that must be inspected, maintained, protected, and kept operational. We see strong opportunities not only during construction, but throughout the operating life of these assets. What are clients’ views on long-term asset management and maintenance? What recommendations would you make to clients in this respect?

Clients are becoming increasingly aware that longterm asset management and maintenance are no longer optional activities; they are strategic business priorities. The cost of unplanned failure, production loss, safety incidents, environmental exposure, or regulatory noncompliance can significantly exceed the cost of a properly structured inspection and maintenance programme. That said, we still see a difference in maturity across the market. Some clients have moved towards proactive

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asset integrity management, while others continue to treat maintenance primarily as an operational cost rather than as a value-protection strategy. In our view, this mindset needs to evolve. Effective maintenance is not simply about repairing defects; it is about protecting asset value, extending operational life, improving reliability, and reducing total lifecycle cost. Our recommendation to clients is to move away from reactive maintenance models and adopt a riskbased asset management approach. This should begin with a comprehensive baseline condition assessment, followed by asset criticality ranking, failure mode analysis, and the development of inspection and maintenance plans based on risk, operating environment, degradation mechanisms, and remaining asset life. A strong asset management strategy should combine engineering judgment with reliable data. Clients should be using inspection history, corrosion trends, coating performance, structural condition data, operating parameters, and failure patterns, to mention some, to make informed decisions. This allows maintenance budgets to be directed where they create the greatest impact, rather than being spread evenly or spent only after a failure occurs. Over the next few years, we believe clients should place greater emphasis on predictive maintenance, digital reporting, asset integrity management systems, and lifecycle planning. Technologies such as advanced inspection methods, condition monitoring, digital dashboards, and data-led maintenance planning will become increasingly important. However, technology alone is not enough. It must be supported by competent people, clear procedures, strong safety culture, and consistent execution. The key message is that asset management should be viewed as a board-level risk and performance issue, not just a maintenance department responsibility. Organisations that invest early in structured inspection, protection, and maintenance programmes will benefit from higher reliability, lower downtime, better compliance, safer operations, and stronger return on capital employed. As the Middle East’s infrastructure portfolio

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Operational excellence, technical competence, safety performance and accountability are ultimately the result of having the right people. are now moving from a construction and expansion phase into a long-term life-extension phase. Facilities are expected to operate continuously, but at the same time owners must manage corrosion, coating breakdown, structural fatigue, lifting equipment compliance, dropped-object hazards, ageing steelwork, degraded access systems and incomplete inspection history. For many operators, the issue is not simply whether an asset is still functioning. The real question is whether its integrity condition is fully understood, documented and being controlled. This becomes more complex in offshore, marine, oil and gas, industrial and infrastructure environments, where access is difficult, shutdown windows are short, and inspection or repair activities often have to be performed under strict SIMOPS, permit-to-work and HSE requirements. This is where Megarme’s approach is particularly relevant. We do not look at access, inspection and repair as separate activities. We integrate them into a single IRM solution. By combining IRATA rope access, engineered access, we can help clients inspect, classify and remediate defects in areas that are difficult, costly or time-consuming to reach through conventional means. The technical value is in reducing dependency on heavy scaffolding, shortening mobilisation time, and enabling targeted inspection and maintenance with minimal disruption to operations. Once defects are identified, the findings must be converted into practical work packs: risk ranking, repair priority, access method, manpower, materials, permits, equipment and shutdown requirements. That is what allows asset owners to move from reactive maintenance to planned, risk-based integrity management.

continues to mature, what are the biggest challenges asset owners face in maintaining operational

Megarme has built a reputation as a specialist contractor

efficiency while minimising downtime?

in asset integrity, inspection, maintenance, and rope

The biggest challenge for asset owners is maintaining integrity assurance without compromising asset availability. Across the Middle East, many critical assets

access services. How has the company’s role evolved in response to changing market demands?

Megarme’s role has evolved from being seen primarily as a 83

IN PROFILE / MEGARME

rope access contractor into a fully integrated asset integrity, inspection, repair, and maintenance partner. Historically, many clients viewed rope access mainly as a safe and efficient way to reach difficult or high-risk areas. That is still a core strength, but market expectations have changed significantly. Clients now want much more than access. They want a partner who can inspect, assess, diagnose, repair, protect, document, and support the long-term integrity of their assets. This evolution fits Megarme very well because our capability goes far beyond rope access. Today, we support clients with inspection, access, NDT/NDE, engineered work-at-height solutions, surface preparation, coatings, corrosion protection, quality assurance and quality control inspection and witnesses, mechanical and electrical repair activities, lifting support, DROPS surveys, fall protection, maintenance, and specialist IRM services. Megarme describes its model as an integrated 'One Stop Shop' approach, combining multi-disciplined asset integrity, industrial and engineering solutions. Our strength is the ability to combine safe access with technical execution. For example, our rope access teams can support inspection services in difficult locations, deliver detailed inspection reporting, and use modern equipment and technologies to provide accurate asset condition information. We also support surface preparation, coating and corrosion-related works, mechanical and electrical activities. The market is increasingly asking for integrated solutions rather than separate contractors for access, inspection, repair, and reporting. Clients want fewer interfaces, better planning, shorter shutdown windows, improved safety control, and stronger accountability from one capable contractor. That is where Megarme’s role has become more strategic: we help clients move from reactive maintenance to planned integrity management, reduce the interfaces and provide solutions with flexibility to their operational plans. We now support a wider range of critical assets across oil and gas, marine, civil, industrial, and infrastructure

Our recommendation to clients is to move away from reactive maintenance models and adopt a risk-based asset management approach. 84

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SAFETY IN FOCUS Parra says that contractors must be able to demonstrate that the entire system of work is safe, controlled, supervised, and suitable for the specific jobsite conditions.

environments. This includes onshore and offshore assets where safe access, technical inspection, repair execution, corrosion protection, and reliable reporting are all required. Safety remains a critical consideration in work-at-height operations. How are industry standards, training, and certification programs evolving to improve safety and competency across the sector? What role is technology playing in monitoring and handling safety on these jobsites?

The industry has become much more structured and professional, particularly in work-at-height and rope access operations. Standards such as IRATA have helped create a clear framework for training, assessment, supervision, and competency. IRATA’s system requires technicians to be properly trained and assessed under its certification scheme, while member companies are expected to comply with defined codes of practice and maintain strong operational controls. The direction of the industry is now moving beyond basic certification. There is a stronger focus on verification of competence, better supervision, site-specific rescue planning, more detailed risk assessments, and continuous improvement based on incident data and operational feedback. It is no longer enough for a technician to hold a certificate. The contractor must be able to demonstrate that the entire system of work is safe, controlled, supervised, and suitable for the specific jobsite conditions. Technology is playing an increasingly important role in this evolution. Digital permits, equipment tracking, wearable safety devices, remote monitoring, drones for pre-inspection, real-time communication tools, and digital reporting platforms are all improving visibility and decision-making on site. These tools allow teams to move from a reactive approach to a more proactive and preventive safety culture. One of the most important benefits of technology is the ability to bring live updates and real-time information into the jobsite. In high-risk operations, conditions can change quickly, whether because of weather, access limitations, simultaneous operations, equipment status, or client requirements. When information is updated live and shared

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paper-based systems, which can be slow, incomplete, or difficult to control across multiple worksites. Traceability is another major advantage. Technology allows companies to track who performed the work, which equipment was used, when inspections were completed, what hazards were identified, what corrective actions were taken, and how the job was closed out. This creates accountability, but also protects the integrity of the operation. In a technical and safety-critical industry, being able to prove what was done, when it was done, and by whom is extremely valuable. The storage of historical data is equally important for continuous improvement. Over time, digital records create a reliable database of incidents, near misses, equipment performance, site conditions, productivity trends, and recurring challenges. This information helps companies identify patterns, improve training, refine procedures, strengthen planning, and prevent repeated mistakes. In other words, historical data becomes a tool for improving both safety and reliability. However, technology does not replace competence. It supports it. The fundamentals remain the same: proper planning, trained people, competent supervision, effective communication, and a culture where everyone has the authority to stop unsafe work. The companies that will lead the sector are those that combine strong technical standards with smart technology, using data and live information to make their operations safer, more predictable, and more reliable. The offshore and marine sectors present unique operational challenges. What are some of the key maintenance and asset integrity issues facing operators in these environments today? How are you assisting asset owners?

instantly with supervisors, safety teams, and technicians, decisions can be made faster and with better accuracy. This improves coordination, reduces misunderstanding, and helps ensure that everyone is working from the same information. Access to information is also critical. A technician or supervisor on site should be able to access the relevant risk assessment, method statement, rescue plan, equipment records, inspection reports, and permits without delay. When this information is available digitally, it supports better planning, better communication, and stronger compliance. It also reduces dependence on

Offshore and marine assets operate in some of the harshest and most demanding environments. Constant exposure to saltwater, humidity, temperature variation, vibration, wave action, and continuous operations accelerates asset degradation and creates complex integrity challenges. Some of the most common issues facing operators today include corrosion, corrosion under insulation, coating breakdown, fatigue cracking, splash-zone deterioration, marine growth, dropped-object risks, mechanical wear, and restricted access to critical areas. These challenges are often intensified by the fact that many offshore and marine assets must remain operational, while inspection, maintenance, and repair activities are carried out. 85

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For operators, the key challenge is not only identifying integrity risks, but doing so safely and efficiently with minimal disruption to operations. Shutdown windows are limited, weather conditions can affect execution, logistics are complex, and offshore work usually involves higher costs related to personnel movement, accommodation, permits, vessel support, and idle time between different trades. This is where Megarme’s added value becomes particularly relevant. We support asset owners by delivering integrated rope access, inspection, NDT, maintenance, mechanical works, coating repair, dropped-object surveys, and engineered access solutions. Our rope access capability allows us to reach difficult or high-risk areas where scaffolding, or heavy access systems may be impractical, costly, or time-consuming. A key advantage of our approach is the use of multi-skilled rope access personnel who are certified and experienced across a range of inspection, maintenance, and repair activities. This helps asset owners reduce the number of personnel required offshore, simplify logistics, limit trade interfaces, and reduce idle time. By combining access capability with technical execution, we help clients complete more work with smaller, more efficient teams. Ultimately, our role is to help offshore and marine asset owners manage integrity risks, reduce downtime, improve safety, and extend the operational life of their assets. We do this by providing flexible, efficient, and technically capable teams that can operate safely in challenging environments, while supporting the client’s wider asset integrity and operational objectives. How is technology influencing inspection, maintenance, and asset integrity programs? Are there particular innovations that you believe will have a lasting impact on the industry? Are you developing any solutions internally and if so can you explain what they are? 86

JULY-AUGUST 2026

Technology is changing the industry from periodic inspection to continuous, data-driven asset integrity. Drones, robotic crawlers, advanced NDT, digital radiography, phased-array ultrasonic testing, 3D scanning, digital twins, and AI-supported analytics are all improving the way assets are inspected and maintained. The most important innovation is not one single tool; it is the integration of data. When inspection results, photographs, thickness readings, defect maps, repair history, and maintenance plans are connected, clients can make better decisions. Internally, we are investing in better digital workflows, standardised reporting, improved defect tracking, asset registers, photographic evidence, and client-facing documentation. The objective is to move beyond a static report and give clients information they can use for planning,

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budgeting, and risk management. Over time, this will allow maintenance to become more predictive and less reactive. Clients today are under increasing pressure to

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SECTOR LEADERS The companies that will lead the sector will combine strong technical standards with smart tech, and use data to make operations safer, more predictable and reliable says Parra.

balance cost efficiency, safety, and sustainability. How can specialist contractors help organisations achieve all three objectives simultaneously?

Specialist contractors can help by approaching the work from a whole-life value perspective, not just lowest initial cost. The right methodology can improve safety, reduce execution time, minimise disruption, and lower the environmental footprint at the same time. For example, using rope access or engineered access solutions instead of large temporary structures can significantly reduce mobilisation time, material use, site congestion, and downtime. This improves cost efficiency while also reducing waste, transport requirements, and overall project impact. Safety is achieved through proper planning, competent personnel, strong supervision, and controlled execution. Cost efficiency comes from reducing downtime, combining scopes, avoiding rework, and identifying issues early. Sustainability comes from extending asset life, repairing rather than replacing where possible, reducing unnecessary materials, and selecting methods that use fewer resources. The key is early involvement. When specialist contractors are engaged at the planning stage, they can challenge conventional methods, optimise access strategies, integrate multiple scopes, and propose safer, leaner, more sustainable solutions.

In reality, cost, safety, and sustainability are not competing objectives when the work is properly engineered. A safer job is usually more efficient, and a well-maintained asset is always more sustainable. How do you help clients understand the longterm value of proactive asset management?

We help clients understand the long-term value of proactive asset management by translating technical findings into clear business impact. A corrosion issue, coating failure, structural defect, or access limitation is not only a technical concern; it can lead to downtime, safety exposure, production losses, compliance challenges, reputational risk, and significant future capital expenditure if not addressed at the right time. Our role is to provide clients with clear, practical, and evidence-based insight into the condition of their assets. Through detailed condition assessments, inspection reports, photographs, NDT data, risk-ranked findings, repair recommendations, and maintenance plans, we help asset owners make informed decisions based on actual asset condition rather than assumptions. A key part of this process is helping clients compare the cost of early intervention against the potential cost of delayed action. In many cases, a relatively small repair or preventive maintenance activity carried out at the right time can avoid much larger costs later, including shutdowns, emergency repairs, production disruption, or accelerated asset replacement. The value of proactive asset management becomes clear when clients see the wider benefits: improved safety, reduced unplanned downtime, better reliability, extended asset life, stronger compliance, and more predictable maintenance budgets. It also allows clients to plan work more efficiently, prioritise critical risks, and allocate resources where they deliver the greatest value. For us, the core message is simple: proactive maintenance is not just an operational expense; it is an investment in reliability, safety, and long-term asset performance. By helping clients identify risks early and act before they become costly failures, Megarme supports safer operations, better financial planning, and stronger long-term asset integrity. 87

COMMENT / TECHNOLOGY

JULY-AUGUST 2026

How connected building data can advance sustainable UAE real estate It's vital that everything that gets automated also gets properly measured and that stakeholders start treating a building's data with the same seriousness as the building itself writes MRI Software's Schalk Vorster

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Digital solutions are moving sustainability out of the boardroom and onto the building floor. By connecting data across teams, assets and systems, they allow organisations to track performance continuously, catch problems early, and direct resources where they matter most. That shift is visible in MRI Software’s facilities management research based on responses from 110 professionals across the region. The 2026 findings describe a sector in transition: 82.6% plan to adopt new facilities management technology within the next 12 to 18 months. This is not a small group of early adopters. It represents most of the industry, driven by demand for AI and automation (47.5%), predictive maintenance (45.8%) and IoT devices (35.6%). What is driving that investment is equally revealing. Efficiency and productivity top the list, cited by 39.8% of respondents, while only 11.8% name sustainability or energy goals as their primary motivation. On paper, these look like separate priorities - one about cost, the other about environmental performance. In practice, facilities technology usually delivers both. A solution deployed to cut downtime and labour costs will typically also reduce energy use, limit waste and extend equipment life. The more cautionary finding lies in how comprehensively sustainability performance is being measured. Facilities teams have become increasingly effective at running buildings efficiently, but many are still unable to track the complete sustainability picture. Energy use is measured as a KPI by 42.4% of respondents, a reasonable base, but only 25.2% measure carbon footprint, and just 21.6% track waste and recycling. The sector can tell you how much energy a building consumes. It is far less able to tell you what that consumption means for carbon, or for a broader ESG position. Adoption is outpacing measurement and closing that gap is the next step. That means

COMMENT / TECHNOLOGY

A building that cannot reliably produce energy, maintenance, occupancy and condition data will be harder to run well for the rest of its life.

not more sensors but rather making the data those sensors already produce trustworthy, auditable, and usable for reporting. This is the exact layer that solutions such as MRI Energy are built to provide: pulling energy, carbon and compliance data into one place so that Scope 1, 2 and 3 reporting becomes a byproduct of daily operations, not a quarterly scramble. Maintenance tells a more encouraging story. Close to half the market has adopted, or is planning, IoT-enabled maintenance based on actual building use rather than a fixed calendar, and 44.9% expect to automate preventive maintenance altogether. Among organisations already running usage-based maintenance, half cite longer asset life as the single biggest benefit. That matters more than one might think - fixing equipment only when it needs fixing, not on a preset schedule, means less waste, fewer premature replacements, and less embodied carbon locked into new materials. Sustainability here is not only about energy. It is about not throwing things away before you must. For developers

A building is no longer just a finished structure; it is a live source of ongoing data. Those who design in interoperable systems, sensors and consistent data standards from day one, backed by a proper digital handover, hand over an asset that a retrofit can rarely match. A building that cannot reliably produce energy, maintenance, occupancy and condition data will be harder to run well for the rest of its life. That is a real disadvantage, and it is exactly the kind of open, interoperable architecture that connected solutions like MRI Agora are designed to plug into from day one, rather than being bolted on after the fact. For investors and asset owners

Digital maturity is becoming a proxy for asset quality. Due diligence now has to ask 89

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COMMENT / TECHNOLOGY

BIGGEST CHALLENGE WHEN ADOPTING NEW TECHNOLOGY 40%

30%

20%

10%

Cost too expensive

Skills gap in workforce

Too complex

new questions: Who owns the building data, and can you access it? Are systems connected or scattered? Is predictive maintenance and automated energy management running, or just promised? How much energy, carbon, waste and occupancy is genuinely tracked? And how seriously is cybersecurity handled? That last question carries real weight: 49.1% call cybersecurity a high priority, yet only 25.4% have encryption in place, and just 15.2% run regular penetration tests. A connected building is a more efficient building. It is also a bigger target, and governance has not caught up with adoption. For property and facilities operators

Operators are moving away from

Difficulty integrating IoT and AI

Existing tech works well

reactive, calendar-based servicing, toward condition-based, predictive on-demand maintenance. Technology alone will not get anyone there, though. Cost (31.3%), skills gaps (14.4%), integration complexity (13.5%) and difficulty integrating IoT and AI (12.7%) remain real barriers. Training data confirms this: 57.6% of FM professionals say IoT and smartbuilding skills need development, and 52.5% say the same of AI and data analytics. Acquiring the solution is the easy part. up. Building the people and processes around it is where the sustainability gains show up. The overall picture for UAE real estate is one of genuine momentum. Digital solutions are

Lack of cybersecurity expertise

Compliance concerns

No skillset/ training

turning sustainability from a stated commitment into a daily operating discipline, measured continuously through energy, maintenance, occupancy and compliance data rather than reported once a year. The industry does not need convincing to adopt the technology, most already plan to. The real challenge now is making sure everything that gets automated also gets properly measured, and that developers, investors and operators all start treating a building’s data with the same seriousness as the building itself. Schalk Vorster is Regional Director – Middle East at MRI Software.

TECHNOLOGIES TO ADOPT IN THE NEXT 12-18 MONTHS 50%

40%

30%

20%

10%

AI or Automation

Predictive Maintenance Platforms

Internet of User Friendly Visitor Things (IoT) Request Apps Management Software

Contractor Cybersecurity Management Tools for Software FM Systems

Space Planning

Leasing Software

07 October 2026 Topgolf Dubai, United Arab Emirates

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Director of Marketing & Media Operations

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COMMENT / REAL ESTATE

JULY-AUGUST 2026

The handover illusion in real estate The sector should stop asking only whether a building was delivered and start asking what was actually delivered writes Capstone Real Estate’s Khalifa Al Dhaheri For many developers, handover is treated as the sector’s D-Day. It is the date construction teams work towards, buyers wait for and the market reports on. It has therefore become the industry’s clearest milestone of success. However, a completed building is not proof of a successful community. By treating handover as the finish line, we have created a blind spot that the sector can no longer afford to ignore. The real test of a development happens years after delivery, when its ability to retain value, attract long-term residents and operate efficiently becomes clear. None of this is visible on handover day. It only emerges once the marketing campaign has ended, the sales team has moved on and residents are living with the consequences of decisions made years earlier. This is not simply a question of whether a building was delivered on time or constructed to specification. It is about whether it was designed to remain financially and physically sustainable throughout its useful life. A development can meet every delivery target and still become expensive to operate, difficult to maintain and less attractive to residents within a few years. Service charges illustrate the problem. Depending on the type of property, location and level of amenities, annual service charges for apartments can begin at around AED 10 to 35+ per square foot per year in 92

premium developments. The difference can amount to tens of thousands of dirhams each year for an owner and can materially reduce the net return on an investment. Beyond the financials, a building with an unrealistically low initial service charge may appear attractive at launch, only for costs to rise when equipment begins to fail or major repairs become unavoidable. Elevators, cooling systems, façades, pools, landscaping and security infrastructure all carry long-term operating costs. If adequate maintenance budgets and reserve funds are not established early, owners inherit the consequences years into ownership. This reveals a wider structural problem: many of the decisions made during the first 18 months of a project determine its financial and physical health for the following 20 years. Yet those decisions are often evaluated primarily according to their effect on construction cost and delivery time, rather than their impact on the eventual cost of ownership. The market is now forcing a reassessment. A Cushman & Wakefield report shows Q1 2026 Abu Dhabi MarketBeat forecast that around 4,747 residential units would be delivered in Q2 2026 alone, representing more than half of the emirate’s expected annual supply. As more homes enter the market, buyers and tenants gain greater choice. This does not

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COMMENT / REAL ESTATE

JULY-AUGUST 2026

COMMENT / REAL ESTATE

automatically mean that every development will lose value, but it does mean that weaknesses will become more difficult to hide. When supply is limited, buyers may accept higher costs, weaker maintenance or inconsistent community management because the alternatives are scarce. In a more competitive market, they can compare buildings more carefully. Developments built only to be delivered, rather than built to last, will be the first to lose ground. So what should change? The sector does not need better intentions. It needs different decisions, made earlier and measured against a longer timeframe. Plan service charges at the design stage, not after handover

If a facilities budget is only developed once residents begin moving in, the project has already lost control of its long-term cost structure. Service-charge modelling should inform design choices from the beginning, including the number and type of amenities, energy consumption, staffing requirements, landscaping and the complexity of mechanical systems. This does not mean reducing every facility to lower costs. Amenities remain important to residents and can strengthen 94

NEW SUPPLY As the UAE real estate market absorbs a new wave of supply, reputation will increasingly be shaped by what happens after the keys are handed over says Al Dhaheri.

a development’s appeal. The question is whether they can be maintained at a reasonable cost for years, not simply whether they look impressive in a brochure. Early modelling also gives buyers a more realistic picture of ownership. Instead of presenting the lowest possible introductory figure, developers should provide a defensible estimate based on how the building is expected to operate once fully occupied. Evaluate materials on lifecycle cost

A component that is cheap to install but expensive to repair is not a saving. It is a deferred liability, effectively moving a cost from the developer’s balance sheet to the owner’s. Procurement decisions should therefore consider maintenance frequency, replacement cycles, energy efficiency, availability of spare parts and performance in the UAE’s climate. Materials that perform well in another market may deteriorate more quickly under prolonged heat, humidity, dust or coastal conditions. The relevant question is not simply, “What does this cost to install?” It is, “What will this cost to own for the next 20 years?” That calculation may justify a higher initial investment when it reduces repeated repairs, energy consumption and disruption later.

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COMMENT / REAL ESTATE

Treat facilities management as a core discipline

Facilities-management teams are often brought in once a project is approaching completion, when most of the decisions affecting operational performance have already been made. By then, building layouts, equipment specifications, access points and maintenance requirements are largely fixed. The teams responsible for operating a building during its first ten years should be involved well before its first resident arrives. Their practical experience can identify design choices that may create unnecessary costs, restrict maintenance access or make essential systems more difficult to manage. Facilities management should not be viewed as a service that begins after construction. It is part of the development process itself. Build a credible reserve for major works

Routine maintenance is only one part of a building’s long-term cost. Major components eventually need to be refurbished or replaced, even when they have been maintained properly. A credible reserve-fund strategy should anticipate these costs and spread them over time. Without one, owners may face sharp increases in charges or unexpected special payments when essential work can no longer be postponed. Long-term capital planning also protects the building from a common cycle: maintenance is delayed to keep short-term costs low, minor problems become major failures, and the eventual repair becomes considerably more expensive. Good asset management requires the discipline to fund work before deterioration becomes visible.

As the UAE real estate market absorbs a new wave of supply, reputation will increasingly be shaped by what happens after the keys are handed over.

because they are easy to measure and communicate. However, they reveal little about whether a project is succeeding as a place to live or as a long-term asset. Occupancy, resident retention, maintenance costs, service-charge movements, complaint-resolution times, energy consumption and the condition of shared facilities deserve similar visibility. Resale performance should also be compared with competing developments of a similar age and location. These measures would give buyers a more complete basis for decision-making and reward developers who remain accountable beyond delivery. They would also make it harder for short-term presentation to substitute for long-term performance. None of this diminishes the importance of delivering on time. Buyers are entitled to expect developers to meet their commitments, and delays carry real financial consequences. But delivery is not the end game. It is the point at which the real obligations of a development begin and where the industry’s usual scorecard stops measuring what matters most. As the UAE real estate market absorbs a new wave of supply, reputation will increasingly be shaped by what happens after the keys are handed over. The projects that retain residents, control operating costs and age well will remain competitive long after their launch campaigns have concluded. Our experience at Capstone Real Estate shows us that the sector should stop asking only whether a building was delivered and start asking what was actually delivered: a completed structure, or a community capable of sustaining its value for decades? The difference will not always be visible on handover day, but it will eventually become impossible to ignore.

Report post-handover performance with greater rigour

Khalifa Al Dhaheri is Vice-Chairman,

Launch prices, construction progress and sales velocity receive significant attention

Vertix Holdings; Co-Founder & Managing Director, Capstone Real Estate. 95

JULY-AUGUST 2026

FINAL UPDATE / PROGRESS REPORT

UNITED ARAB EMIRATES

Select Group completes region’s first Six Senses Residences Developer Select Group has completed the Six Senses Residences The Palm, Dubai, which is said to be the first residential development in the Middle East and North Africa to carry the Six Senses brand. The completion marks a major milestone for Select Group and for the evolution of branded residential living in the region. Homeowner handovers are now underway, the developer said in a statement. The completion of the project comes at a time when demand for branded residences continues to grow across Dubai, driven by buyers seeking highquality homes that combine

design, service, wellness and long-term value. Six Senses Residences The Palm, Dubai has been developed to go beyond traditional branded residential models, with the Six Senses philosophy embedded across the residences, shared spaces and resident experience, it added. Located on the West Crescent of Palm Jumeirah, the project was delivered in partnership with Six Senses, the wellness hospitality brand and part of IHG Hotels & Resorts. The project brings the brand’s wellness-led philosophy into permanent residential living. The development comprises a collection of private residences, including Signature Villas, Sky

Villas, Penthouses and Royal Penthouses, designed around waterfront living, privacy, wellbeing and access to Six Senses’ service and lifestyle standards, the developer explained. The completion of Six Senses Residences The Palm, Dubai also reinforces Select Group’s partnership with Six Senses, as the developer progresses Six Senses Residences Dubai Marina. Scheduled for completion in 2029, the 122-storey development is set to become the world’s tallest residential tower upon completion and will feature 251 residences alongside extensive wellness and lifestyle amenities, the statement concluded.

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