MEC Nov/Dec 2025

ISSUE

N OV E M B E R / D EC E M B E R 2 0 2 5

127

Licensed by Dubai Development Authority

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

KSA SPECIAL ISSUE

Focus

Market

Compass’ Nassib Al-Sibassi talks talent

What’s next for real estate in Dubai?

Design

Project Management

Gensler’s evolution in the Kingdom

Investors invest in people, not ideas

Vision to Reality HKA on project design and delivery in KSA

“Can you manage a project seamlessly from estimation to certification?”

CANDY CAN! Smart Estimating, Planning & Project Control Software at your Fingertips All-in-One: Powerful features streamlined workflow.

Fast & Accurate Estimates: First Principles simplify and ensure accuracy.

Crystal Clear Data: Track data origin and calculations easily.

Reusable Estimates: Save time with adaptable project data.

Control Costs: Manage resources for optimal budgeting.

www.rib-software.com

Committed to transformational change

Welcome to the last issue of Middle East Consultant (MEC) for 2025, dear readers.

Following our extensive re-design of the magazine, we’re continuing to tweak its look and feel, in addition to further developing the type of content you’ll see each month. Please do get in touch with your comments and feedback on these changes and additions on jason.s@cpitrademedia.com - I’d love to hear from you.

Now, as you might have noticed on the cover, this is a special edition of MEC that is focused on one of the most vibrant construction markets in the world: Saudi Arabia.

With Vision 2030, the Kingdom began its journey of transformation and economic diversification nearly a decade ago, and it remains one of the most impressive development efforts in the last 100 years.

Since the country began its journey, it has achieved some truly incredible milestones within existing cities but - perhaps even more impressively - in previously uninhabited and undeveloped locations across its vast geography. The latter is particularly impressive as absolutely everything had to be built from scratch, which is absolutely amazing.

More recently, the Kingdom demonstrated it is committed to its long-term transformation by refocusing its efforts on key giga projects such as Diriyah Gate, the Red Sea project, Trojena and others, whilst scaling back its focus on others. This redirection shows the Kingdom’s leadership and decisionmakers are serious about the country’s long-term transformation, and are focused on realistic project delivery.

The Kingdom is, today, already very different from the country it was 10 years ago, and as decisionmakers and construction professionals take steps to complete its transformation, I’m positive the next decade will be absolutely incredible.

Jason Saundalkar Head of Content, ME Consultant

MECONSTRUCTIONNEWS.COM

1

30 COVER STORY

HKA's Tim Whealy talks to MEC's Jason Saundalkar about HKA's business in Saudi Arabia and why the various players in the construction supply chain must adjust their thinking to avoid existing and new project design and delivery issues

2

NOVEMBER-DECEMBER 2025

INITIATE 10 Egis wins Ashghal O&M contract ⁄ 14 Qatar selects architect for new Ministry of Foreign Affairs HQ ⁄ 18 Cavendish Maxwell appoints new advisory board members ⁄ 22 Q3 2025 Dubai Residential Market Review

INTERFACE 34 Compass Project Consulting's Nassib Al-Sibassi talks to MEC about the company's focus on talent development, retention and knowledge sharing in Saudi Arabia ⁄ 56 Gensler Middle East Co-Managing Directors and Principals discuss the firm's evolution in the Kingdom, its focus on talent, technology and sustainability, and how design thinking is shaping the Kingdom's next chapter

INNOVATE 66 Investors invest in people, not ideas ⁄ 72 How the Middle East can deliver stadiums that leave long-term value ⁄ 78 Design errors in modern laboratories: Why flexibility, compliance, safety, and sustainability are fundamental ⁄ 84 Transparency is the new benchmark of sustainable construction, according to ICC MENA's Mohamed Amer

MECONSTRUCTIONNEWS.COM

3

GROUP

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

raz.islam@cpitrademedia.com shiyas.kareem@cpitrademedia.com

EDITORIAL

HEAD OF CONTENT Jason Saundalkar

jason.saundalkar@cpitrademedia.com

ASSOCIATE EDITOR Priyanka Raina

priyanka.raina@cpitrademedia.com

ADVERTISING

GLOBAL ACCOUNT MANAGER Jas Kaur

jas.kaur@cpitrademedia.com

STUDIO

ART DIRECTOR Simon Cobon

simon.cobon@cpitrademedia.com

GRAPHIC DESIGNER Percival Manalaysay

percival.manalaysay@cpitrademedia.com

PHOTOGRAPHER Maksym Poriechkin

maksym.poriechkin@cpitrademedia.com

CIRCULATION & PRODUCTION

DIRECTOR OF MARKETING & MEDIA OPERATIONS Phinson Mathew George PRODUCTION & IT SPECIALIST Jarris Pedroso

phinson.george@cpitrademedia.com jarris.pedroso@cpitrademedia.com

MARKETING

MARKETING & EVENTS EXECUTIVE Lakshmy Manoj SOCIAL MEDIA EXECUTIVE Franzil Dias

lakshmy.manoj@cpitrademedia.com franzil.dias@cpitrademedia.com

WEB DEVELOPMENT

SENIOR DIGITAL MANAGER Abdul Baeis

abdul.baeis@cpitrademedia.com

WEB DEVELOPER Umair Khan

umair.khan@cpitrademedia.com

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 © Copyright 2025. All rights reserved.

4

NOVEMBER-DECEMBER 2025

ISSUE

N OV E M B E R / D EC E M B E R 2 0 2 5

Licensed by Dubai Development Authority

127

228 OCT-NOV 2025

FROM THE MIDDLE EAST TO EUROPE

KSA SPECIAL ISSUE

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

GREG KARPINSKI PULLS BACK THE CURTAIN ON KEO’S SUCCESSFUL EXPANSION INTO EUROPE

ISSUE 162 2025 DECEMBER

Licensed by Dubai Development Authority

PLUS

TROVERSY

Focus

Market

Compass’ Nassib Al-Sibassi talks talent

What’s next for real estate in Dubai?

Design

Project Management

Gensler’s evolution in the Kingdom

Investors invest in people, not ideas

BIG CAT CON T ES PATEN ST BOBCAT FIL NT AGAIN COMPLAI ERPILLAR CAT

Vision to Reality HKA on project design and delivery in KSA

ON THE COVER

From vision to reality: HKA’s Tim Whealy highlight’s the firm’s business in Saudi Arabia and talks about key market issues

T FOCUS NAGEMEN

FINDING HIGAHREDRS STAND MA FACILITIES

NG N IN TA KI T EN RE VOLU TIO EN VIRONM OKS AT A CM ME LO RE OF THE BU ILT CA

VEHICLES/ TECH / TRANSPORTATION/LOGISTICS

136/SEPTEMBER 2O25

MIDDLE EAST

LI CENSED BY D U BAI D EVELO PM ENT AU TH O RIT Y

MEConstructionNews.com @meconstructionn MEConstructionNews me-construction-news

M EET FO RD

TRU CKS’

P!

NEW LINE -U

is the magic at why three ine, T&FM E looks d Trucks’ F-L comes to For it en wh series number rpose truck pu ltimu its new

GET THE

WHOLE PICTURE

ONLINE

POPULAR

FEATURES

PROPERTY

BEYOND Developments unveils Kanyon, a $408.6mn residential project

Eyeing new growth opportunities CONSTRUCTION

EMSTEEL supplies steel and building materials for construction of Zayed National Museum

INDUSTRY

Elematic acquires Vollert’s precast concrete technology business

Why traditional approaches to fire safety are failing

TECHNOLOGY

ASICO Development launches BIM program for all upcoming projects

CONSTRUCTION

OMNIYAT announces construction milestones for The Alba, Dorchester Collection, Dubai

6

NOVEMBER-DECEMBER 2025

Why managing agent services shouldn’t be overlooked

FEATURED NEWS

UPCOMING EVENTS

PROPERTY

Meraas launches final phase of Nad Al Sheba Gardens To cater to the growing number of families who have made Nad Al Sheba Gardens their home, a new school has been established at the northwest corner of the development

JANUARY

Construction Golf Day Dubai 21 January 2026 JA The Resort Golf Course, United Arab Emirates

INDUSTRY

WCA warns European policies could triple cement prices The WCA’s latest analysis was presented, indicating that the cement sector will require US $200bn in investment by 2050 to fully decarbonise

FEBRUARY

Heavy Equipment Connect Forum & Expo 2026 2-4 February 2026 Dhahran Expo, Dammam, Saudi Arabia

INDUSTRY

HKA unveils Eighth Annual CRUX Insight Report The firm found the most common causes of claims and disputes has generally seen a decline in their impact, particularly in the last five years

FEBRUARY

Big Project Awards 11 February 2026 Dubai, United Arab Emirates

CONSTRUCTION

DAMAC Properties tops out US $272mn Cavalli Tower The developer stated that Cavalli Tower is now on track for handover by the end of next year

FEBRUARY

Truck&Fleet Awards 12 February 2026 Dubai, United Arab Emirates

SUSTAINABILITY

SUSTAINABILITYOver 40 countries use WorldGBC’s NDC Scorecard to evaluate climate action plans The NDC Scorecard was piloted in Brazil, Colombia, Egypt, Nigeria and the Philippines, and refined through consultation with over 40 international organisations

MARCH

Future of Architecture Summit & Awards 31 March 2026 Dubai, United Arab Emirates

MECONSTRUCTIONNEWS.COM

7

INITI 8

NOVEMBER-DECEMBER 2025

INSIDE

10 Egis wins Ashghal O&M contract, expands footprint across Qatar ⁄ 14 Qatar selects architect Frida Escobedo for new Ministry of Foreign Affairs HQ ⁄ 18 Cavendish Maxwell appoints new advisory board members in line with the firm’s expansion into Saudi, relaunches several of its services ⁄ 22 Knight Frank discusses the supply and performance of Dubai’s residential real estate market in Q3

IATE A deep dive into the biggest construction headlines that caught our eye this month

MECONSTRUCTIONNEWS.COM

9

INITIATE

Egis wins Ashghal O&M contract 10

NOVEMBER-DECEMBER 2025

Egis has been awarded two major

Ashghal is currently working on a

contracts by the Public Works

wide range of infrastructure programmes

Authority, Ashghal — an independent

across the country, including: the Highway

entity responsible for the design,

Programme which includes some of the

construction, delivery and management

largest highway projects in Qatar, the

of the infrastructure projects and public

Local Infrastructure Programme, which

buildings in Qatar— following a rigorous

will provide many integrated road and

international tender process.

infrastructure projects in local areas,

The agreements mark a significant

and the drainage network development

milestone in the company’s expansion in

projects that will develop and expand the

the Middle East and reinforce its position

drainage infrastructure to accommodate

as a global leader in road operations and

the expected population growth in the

maintenance. Within the Middle East,

country in the future.

Egis hosts 3,500 employees across eight

The Public Works Authority also

countries and has already delivered over

works in cooperation with other

700 complex development projects, which

government entities and sectors to build

have helped stimulate economic growth

large projects, which include healthcare,

and enhance quality of life.

education, and public sector projects. In

According to Egis, the first contract,

the field of asset management, Ashghal

which will span five years, covers the

manages the operation and maintenance

operation and maintenance of 700km

of all road and drainage networks,

of strategic motorways and 1,600km of

where tracking the locations and

secondary service roads. The second,

interconnections of these assets, along

awarded for a period of three years,

with the effective implementation of both

encompasses the management of the

planned and proactive maintenance, is

Road Management Centre, operation of 23

critical to providing customer-centric

tunnels, and maintenance of the national

service to citizens and residents of Qatar.

intelligent transport communication systems. Together, the contracts form part

SECOND CONTRACT

of a 10-year framework agreement that

The Strategic Motorways contract

offers scope for additional future works

encompasses 29 sections of highway,

across Qatar’s transport infrastructure.

including segments up to 125km in

“These contracts reflect Ashghal’s

length, totalling 10,500 lane-km. The

confidence in Egis’ expertise and

Intelligent Transport Systems (ITS)

underscore our ability to deliver complex,

contract integrates traffic management,

high-value infrastructure services at

tunnel operation, and digital monitoring

scale,” said Frederico Justus, CEO of Egis

technologies across Qatar’s road network.

in the Middle East & South Asia. “We are

These projects will enhance safety,

proud to contribute to Qatar’s ambitious

optimise traffic flow, and support Qatar’s

vision for safe, sustainable, and digitally

growing demand for efficient mobility

enabled mobility, while strengthening

solutions, the firm said in its statement.

our long-term presence in the region.”

The projects will be delivered by an

The Public Works Authority ‘Ashghal’

association formed by Egis Operations

is an independent body responsible for

S.A.S, Qatar Building Company and

the design, construction, delivery and

Waagner Biro Bridge Qatar. This

management of infrastructure projects

collaboration will ensure deep local

and public buildings in Qatar.

knowledge and resources are combined

MECONSTRUCTIONNEWS.COM

11

INITIATE The first contract, which will span five years, covers the operation and maintenance of 700km of strategic motorways and 1,600km of secondary service roads according to Egis.

with Egis’ global operational expertise.

South, Strategic Highways, and Intelligent

meeting tomorrow’s standards. We are

Work on the two projects began in

Transport Systems.

committed to leveraging our global

Egis secured two of these lots,

experience to deliver the highest

As part of Ashghal’s ongoing journey

positioning the company at the heart of

standards of safety, innovation,

as a leading customer centric asset

Qatar’s mobility transformation. Egis also

efficiency, and sustainability for Qatar’s

operator in Qatar - and in alignment

operates over 4,260km of roads, 113km

road network. This partnership with

with the nation’s transformation toward

of tunnels and 18 airports across four

Ashghal is a significant step forward

Smart and People-Centred City models - a

continents and the automated metro

in our global and regional strategy and

new Framework Base Contract has been

system in Thessaloniki.

reinforces our commitment to supporting

October 2025, the company confirmed.

introduced. This new infrastructure

“Winning these two key contracts

the development of key infrastructure

framework actually organises Qatar’s

is a testament to our team’s dedication

in the Middle East,” commented Pierre

national road network into four

and expertise in delivering world-class

Yves Massille, CEO for Consulting and

operational lots: Qatar North, Qatar

operations and maintenance services

Operations of Egis.

12

NOVEMBER-DECEMBER 2025

INITIATE

Qatar selects architect for new Ministry of Foreign Affairs HQ

14

NOVEMBER-DECEMBER 2025

Frida Escobedo, Founder and Principal, Frida Escobedo Studio.

The State of Qatar announced it is

this building the first major one to be

pride for our people through reflecting

dedicating a key site on Doha’s waterfront

constructed in decades in the coastal area

Qatar’s leading global role in diplomatic

to a new headquarters for the Ministry of

that curves northward from Qatar’s seat of

negotiations and fostering productive

Foreign Affairs. Created to establish a

government, the Amiri Diwan.

international dialogue and cooperation.

more visible civic presence for the nation’s

To enhance the visibility of the

Many thanks to H.E. Sheikha Al Mayassa

diplomatic service and offer the public

Ministry’s mission of mediation,

bint Hamad bin Khalifa Al-Thani for her

unprecedented access to the Ministry

conflict resolution, and cultural

role in ensuring that this new home for the

complex, the project will transform a

diplomacy, the 1985 General Post Office

Ministry will support all our needs within

prominent section of the city’s corniche.

- known for its distinctive modernist

an extraordinary architectural landmark.”

Through an invited international

‘pigeonholes’- will be assimilated into

Her Excellency Sheikha Al Mayassa

competition, the commission to design

the complex. This major public building

bint Hamad bin Khalifa Al-Thani,

the headquarters has been awarded to

will be preserved and adapted in part as a

Chairperson of Qatar Museums, is said

architect Frida Escobedo, Founder and

space for public programming associated

to have led the competition in her role

Principal of the Mexico City and New York-

with the Ministry’s role in cultural

as Chairperson of Qatar Blueprint. The

based Frida Escobedo Studio.

diplomacy, it added.

latter is a comprehensive initiative to

Rising beside the waters of Doha

His Excellency the Prime Minister

guide development across the nation in

Bay, the 70,000sqm complex will be a

and Minister of Foreign Affairs Sheikh

cooperation with public entities and the

combination of new construction and

Mohammed bin Abdulrahman bin

private sector.

the adaptive reuse of a beloved historic

Jassim Al-Thani said, “I’m grateful to His

The creation of the new Ministry

structure, set within a landscaped

Highness The Amir for his vision for the

headquarters will include a public

environment, said a statement.

nation. MOFA’s new headquarters that

cultural component in the repurposed

The initiation of the plan to create

will be built, will represent an icon for

General Post Office. The project is said

the new complex, aims at making

the nation’s diplomacy, and a source of

to advance Qatar Blueprint’s goals for

MECONSTRUCTIONNEWS.COM

15

INITIATE The ground-level courtyards throughout the Ministry of Foreign Affairs will feature lush gardens that offer moments of respite, while enhancing thermal comfort and energy efficiency.

urban and architectural planning, heritage

Frida Escobedo, a major international

Terracing northward, the new

preservation, adaptive reuse initiatives,

talent, on her selection to design the

construction will preserve sightlines

and excellence in architectural design.

new Ministry headquarters. Her design

of the iconic General Post Office,

Her Excellency Sheikha Al Mayassa

furthers our commitment to heritage

incorporating elements into its façade

commented, “I thank His Highness The

preservation through sustainability and

as part of a vital adaptive reuse endeavor,

Amir for elevating Qatar’s global position

adaptive reuse, while giving Qatar its next

while visually anchoring the Ministry of

and role. I also thank His Excellency the

architectural masterpiece.”

Foreign Affairs to the site’s history, the

Prime Minister and Minister of Foreign

According to a statement, Escobedo’s

Affairs for his efforts to elevate Qatar’s

human-scaled and courtyard-centred

statement explained.

The building’s exterior will form an

role as a prominent and active player in

design envisions the new Ministry of

enveloping structure composed of vertical

international diplomacy.”

Foreign Affairs complex in Doha as

pillars that balance shade, privacy and

She added, “Sincere appreciation goes

a rhythmic composition of volumes

transparency, and an inviting interior will

to Ashghal, Qatar’s Public Works Authority,

that build on one another, creating a

feature a series of green patios designed for

for its cooperation throughout the design

threshold between Qatar’s heritage and

reflection, gathering, and art. This dialogue

competition. I also warmly congratulate

its global future.

between architecture and landscape will

16

NOVEMBER-DECEMBER 2025

extend into the General Post Office, whose

fully international, with architects from

The studio is said to have gained

ground floor will be transformed into an

every continent invited to participate. The

broad international recognition in

exhibition space that transitions into a

competition was organised and managed

2018, when Escobedo received the

covered garden. Rooted in the nation’s

by Malcolm Reading Consultants on

prestigious appointment to design the

ongoing investment in diplomacy, art, and

behalf of the Ministry of Foreign Affairs

annual Serpentine Pavilion in London’s

architecture, the project reaffirms Qatar’s

and Qatar Museums.

Kensington Gardens, becoming the

role both as a cultural anchor for Doha and a symbolic gateway to the world.

Escobedo is said to have established her studio in Mexico City in 2006 and

youngest architect to that date to undertake the project.

The Frida Escobedo Studio along

opened the New York studio in 2022. The

Escobedo taught at Universidad

with Buro Happold engineers and

studio’s reputation was initially built on

Iberoamericana, Columbia University’s

Studio Zewde landscape designers,

the strength of a series of projects in her

Graduate School of Architecture,

were selected out of an initial group of 40

native country, including the renovation

Planning and Preservation, the

invited architectural teams and a shortlist

of the Hotel Boca Chica (2008), the El Eco

Architectural Association of London,

of seven. In keeping with the mission of

Pavilion (2010), and the expansion of La

Harvard’s Graduate School of Design, Rice

the Ministry, the selection process was

Tallera Siqueiros in Cuernavaca (2012).

University, and Yale University.

MECONSTRUCTIONNEWS.COM

17

INITIATE

Cavendish Maxwell appoints new advisory board members

Dubai-based real estate advisory group

offering. Robin and Colin bring invaluable

and property consultancy, Cavendish

knowledge and insight, and their deep-

Maxwell, has appointed two new advisory

rooted expertise and experience of the

board members to support its growth

region - in particular KSA - will be pivotal

strategy in the Middle East.

as we execute our growth strategy and

Robin Williamson MRICS and Colin Wright MRICS join existing

expand in Saudi Arabia,” said Nick Witty, Group CEO at Cavendish Maxwell.

board members Jay Grant, Founder of

Williamson previously worked with

Cavendish Maxwell, Nick Witty, Group

DTZ, which merged with Cushman &

Chief Executive Officer and Jessica Taylor,

Wakefield in 2015, running their Middle

Group Chief Operating Officer as the

East operations for 13 years, and as a

company expands its service offerings

Partner at Deloitte, where he established

and ventures into new markets, including

the company’s dedicated Middle East

the Kingdom of Saudi Arabia.

real estate division. After coming out

With nearly 60 years’ of combined

of retirement in 2023, he became Chief

experience across multi-sector real estate,

Commercial Officer at Osool, the managing

asset management and consulting under

agents for the General Organisation for

their belts, Robin, Founding Partner at

Social Insurance’s US $25bn KSA portfolio.

Williamson Partners Ltd and Colin,

Today, he acts as a consultant and sits on

Managing Director, Macintyre Asset

various boards as a non-executive.

Management, bring extensive regional

Wright has over 25 years’ real estate

and international expertise to Cavendish

experience in the Gulf and UK in fund

Maxwell, said a statement from the real

management, asset management,

estate advisory firm.

development and investment, primarily

“Cavendish Maxwell continues to go

in the hospitality, leisure and residential

from strength to strength, with big plans

sectors. His career began at Lend Lease,

for the rest of the year – and beyond.

working on various master developments

These appointments to the advisory board

in Western Europe, including Siemens’

reinforce our commitment to the Middle

‘Isar Sud’ project in Munich.

East and to being part of the success and

He moved to the UAE in 2004 to work

evolution of its multi-faceted real estate

with Majid Al Futtaim Investments,

18

NOVEMBER-DECEMBER 2025

In line with the firm’s expansion into Saudi, it has appointed new advisory board members and recently relaunched several of its services

developing and completing Ski

held the position of CIO at Select Group,

business, with new services in the

Dubai. Later, he headed Kenmore

delivering a five-year business plan to

pipeline. Earlier this year, the company

Property Group’s Middle East business,

acquire, develop and invest in the UK and

strengthened its leadership team in the

completing major residential and

European real estate sectors, acquiring

UAE and Oman, with several Director and

commercial property transactions in

hotels, residential and development

senior management promotions.

the UAE and Qatar. He also spearheaded

assets. Wright holds a MBA and studied

and launched property funds in the

at Harvard Business School.

The company was also recently aw a rd e d

G re a t

Place

to

Wo rk

Gulf and East Africa and incorporated

C av e n d i s h M a x w e l l re c e n t ly

Certification™ by the global authority

Emirates REIT, the Middle East’s first

relaunched a number of its services,

on workplace culture and employee

official Shari’ah compliant REIT. He also

including its Built Asset Consulting

experience, the statement concluded.

MECONSTRUCTIONNEWS.COM

19

Construction industry corporate golf days where pleasure and business meet

Construction Golf Day Dubai

21st January 2026 JA The Resort Golf Course, Dubai, United Arab Emirates

Contacts Sponsorship

Information

Raz Islam +971 4 375 5471 raz.islam@cpitrademedia.com

Phinson Mathew George +971 4 375 5476 phinson.george@cpitrademedia.com

Arif Bari +971 4 375 5714 arif.bari@cpitrademedia.com

Lakshmy Manoj +971 4 375 5713 lakshmy.manoj@cpitrademedia.com

Now Register

Sponsors & Partners GOLF BALL SPONSOR

HOLE SPONSOR

PRESENTED BY

PRESENTED BY

PRESENTED BY

© 2026 CPI Trade Media. All rights reserved.

INITIATE

22

NOVEMBER-DECEMBER 2025

Q3 2025 Dubai Residential Market Review

Dubai’s investment-grade housing market, which opened to international buyers only in 2002, has already traversed two full market cycles marked by sharp upswings and hard-landing corrections. Cyclicality has been amplified by rapid population growth and the unavoidable three-to-five- year lead times between development decisions and final delivery.

In the current third cycle, however, speculative overhang looks materially lower than in prior booms. Resales within one year of purchase are hovering around 4% today versus roughly 25% on the eve of the Global Financial Crisis, signalling an important structural shift toward end-users and long-term investors.

The economy’s resilience has also strengthened as diversification and fiscal capacity have improved. The top five sectors’ share of GDP declined from 68% in 2008 to 63% in 2023. The reliance on wholesale & retail trade and construction has eased, while industrial and logistics, and accommodation and food services sectors have significantly increased their respective contributions to GDP. The composition of growth has also shifted: between 2009 and 2016, wholesale and retail trade accounted for 35% of total GDP growth, between 2020 and 2023 the contribution was 27%. Conversely transport and storage activities accounted for 15% of growth between 2020 and 2023, up from 11% between 2009 and 2016.

Population growth remains the prime engine of economic growth, more than productivity gains. Since 2005, Dubai’s population has compounded at about 5.8% per annum, albeit unevenly across years. Momentum has remained robust, with a 5% expansion in 2024, equivalent to roughly 208,800 additional residents and a further increase of around 155,000 during the first nine months of 2025.

The Dubai 2040 Urban Master Plan targets residential population growth from approximately 3.9m in 2024 to 5.8m by 2040, a compound annual rate of around 2.6%.

MECONSTRUCTIONNEWS.COM

23

INITIATE

DUBAI GDP GROWTH RATES AND REAL ESTATE MARKET CONDITIONS, EXCLUDING 2020

5% 4% 3% 2%

2024

2023

2022

2021

2019

2018

2017

2016

2015

2014

2013

2012

2011

1%

Given typical launch-to-handover timelines of three-to-five

RESIDENTIAL SUPPLY

On the supply side, the city’s housing capacity has scaled

years, year-to-year imbalances are inevitable, as evidenced in

dramatically to keep pace with the growing demand. The

recent years (we explore this later in the report), which reinforces

dwelling stock has multiplied nearly fivefold from roughly

the importance of clear policy signals and careful phasing.

138,000 units in 2005 to around 838,000 by 2023, representing

For the housing market, the implications are clear. With lower

an 8.1% CAGR, equivalent to an average annual completion rate

‘flipping’ activity and a diversified growth base, cycle amplitude

of around 35,000 homes.

should moderate even as net in-migration remains robust.

Meeting the 2040 population goal implies the need for

Through the cycle, an annual supply cadence of roughly

approximately 525,000 additional dwellings between 2025 and

35,000 units remains a useful benchmark; deviations materially

2040, again averaging close to 35,000 units per year, alongside

above or below that level are likely to surface first in reduced

complementary investment in commercial space, education

price and rent growth, possibly localised in areas where home

and healthcare facilities, and broader amenities.

completions are excessive, as well as in higher vacancy rates.

Community

Q3 2025 average transacted price (AED psf)

3-month change

12-month change

Business Bay

2,586

10.2%

13.4%

Damac Hills 2

1,469

11.7%

17.6%

Downtown Dubai

3,033

1.5%

15.0%

Dubai Creek Harbour

2,441

0%

5.9%

Dubai Hills Estate

2,402

1.8%

4.5%

Dubai Marina

2,779

0.3%

32.4%

Jumeirah Beach Residence

2,553

-3.5%

24.3%

Jumeirah Golf Estates

1,382

-4.9%

15.4%

Jumeirah Lake Towers

1,876

-5.3%

3.4%

Jumeirah Village Circle

1,482

2.2%

16.1%

Jumeirah Village Triangle

1,539

7.3%

8.1%

Meydan City

2,099

21.8%

34.9%

Palm Jumeirah

4,147

19.5%

34.0%

24

NOVEMBER-DECEMBER 2025

Sources: Knight Frank, REIDIN, Dubai Statistics Center

APARTMENT PRICE PERFORMANCE (Q3 2025)

AVERAGE VALUE OF RESIDENTIAL TRANSACTIONS, BY PROPERTY TYPE All residential Apartments Villas 2000 1500 1000

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

500

Segmental performance will increasingly hinge on

Waterfront and central districts with affordable units

infrastructure. Submarkets tied to airport expansion, metro

catering to young expats and families led performance. Meydan

and tram infill, and hospitality or experience-led and family-

city saw the sharpest quarterly rise at 22% q/q, equating to an

oriented clusters are well-placed to outperform on both achieved

annual increase of 29%, driven by newly completed mixed-use

prices and rental growth.

projects and expanding investor interest in central submarkets.

Palm Jumeirah saw the sharpest annual increase at 31% due to limited new supply.

RESIDENTIAL PERFORMANCE

Dubai’s apartment market registered further gains in Q3 2025,

Dubai Marina mirrored this growth with 15% growth y/y,

extending a steady pattern of quarterly appreciation. The average

supported by continued demand for luxury lifestyle homes

apartment prices in the city increased by around 2.3% quarter-on-

in central communities with lifestyle and leisure amenities.

quarter, (q/q) and 9.6% year-on-year (y/y), with strong divergence

Business Bay maintained its price rise, up 10% q/q, reflecting

across communities.

absorption of premium towers along the Dubai Canal.

VILLA PRICE PERFORMANCE (Q3 2025) Community

Q3 2025 average transacted price (AED psf)

3-month change

12-month change

Al Barari

2,078

-4.8%

10.6%

Al Furjan

1,703

-0.2%

22.8%

Arabian Ranches

2,239

-2.7%

34.2%

Damac Lagoons

1,202

2.3%

9.4%

District One

2,747

9.2%

15.7%

Dubai Hills Estate

3,005

-6.4%

24.7%

Emirates Hills

6,461

33.7%

33.2%

Jumeirah Golf Estates

2,198

1.7%

22.8%

Jumeirah Islands

4,367

0%

27.5%

Jumeirah Village Circle

1,098

0%

17.9%

Meydan City

1,757

7.3%

25.0%

Palm Jumeirah

6,764

0%

5.1%

La Mer

4,511

33.8%

54.8%

MECONSTRUCTIONNEWS.COM

25

INITIATE

PROPORTION OF OFF-PLAN SALES BY DEVELOPER, BY TOTAL VALUE (Q1-Q3 2025)

20% 15% 10%

Danube Properties

Beyond Developments

H&H Inv. and Development

Aldar Properties

Meraas Development

Binghatti Holding

Nakheel

Sobha Real Estate

Damac Properties

Emaar Properties

5%

Downtown Dubai and Dubai Hills Estate recorded more

12% higher than this time last year. This was supported by a

modest quarterly gains of 1.46% and 1.78%, respectively, as these

chronic undersupply of completed homes and a growing cohort

core markets entered a phase of consolidation after several years

of high-income residents seeking larger family-oriented spaces.

of pronounced expansion.

On an annual basis however, luxury communities were

Conversely, supply-heavy districts such as Dubai Creek

once again at the forefront of price gains. For instance, La Mer,

Harbour experienced a mild price correction over the year,

which we have recently identified as a prime neighbourhood

underscoring an emerging two-speed market in which quality,

experienced the sharpest increase at 33.8% q/q and 54.7% y/y - the

brand association, lifestyle infrastructure and high levels of

highest level for any villa community in the city.

completion drive value differentiation.

While Palm Jumeirah, which has been at the epicentre

For context, Dubai Creek Harbour has recorded 5,796

of luxury home sales during this cycle experienced no price

completions between Q1 2023 and Q3 2025, with another 6,967

movement during Q3, alongside a 19% reduction in the number

units to be delivered by 2029, representing 5.4% of the total

of transactions, suggesting more homes are being secured for

number of apartments delivered across the city and doubling

the long-term. Prices here currently stand at $1,840 psf.

the supply in the community since 2019.

Family-oriented suburbs such as Arabian Ranches (34.2%),

In addition, neighbourhoods such as Jumeirah Beach Residence,

Jumeirah Islands (27.5%), and Emirates Hills (33.6%) also recorded

Jumeirah Lake Towers, and Jumeirah Golf Estates also experienced

strong appreciation over the last 12 months, highlighting

price corrections during Q3, mirroring the historical seasonal

continued end-user demand for luxury homes.

summer slowdown when demand for homes wanes, typically

A similar story appears to be playing out in more peripheral

resulting in price dips for both villas and apartments in some areas.

locations, with Expo City and Dubai South, for example, also

At the city level, average apartment prices now stand around

experiencing quarterly declines amid high supply volumes. At

US $490 psf, approximately 69% above their Q1 2020 levels and 20%

Expo City for instance, over 800 homes are expected to be handed

above the 2014 market peak. This growth has been underpinned

over by Q3 2028, while in Dubai South, we recorded a further

by the rising popularity of smaller, high-amenity units among

4,467 residential completions by Q3 2029, effectively doubling

both investors and owner-occupiers. The combination of

supply in the community. A high number of home handovers in

affordability, strong rental yields, and sustained population

a community usually precedes price moderation, which appears

inflows has kept absorption high despite elevated prices.

to have been the case in these areas.

Dubai’s villa market continued to outperform apartments

Overall, villa values have now climbed approximately 124%

in both pace and magnitude of price appreciation. During Q3

since Q1 2020 and stand 55% above the 2014 peak with current

2025, villa prices rose by an average of 3.6% q/q, leaving them

average prices at $613 psf.

26

NOVEMBER-DECEMBER 2025

Turn growth challenges into competitive advantages.

Wherever your projects take you, Trimble scales with your ambition. Whether it’s supporting new materials, handling local compliance or growing from single seats to enterprise deployments, we’ll help you deliver with confidence.

REWORK CALCULATOR Let’s uncover your hidden costs Scan this QR Code.

This free access tool is designed to help structural and MEP professionals visualise the financial impact of rework in a project.

By inputting a few key details and using data from the Construction Industry Institute, you can see how small oversights can escalate as the project progresses from design to construction.

www.trimble.com

INTER 28

NOVEMBER-DECEMBER 2025

INSIDE

30 HKA’s Tim Whealy on HKA’s business in Saudi Arabia and why the various players in the construction supply chain must adjust their thinking to avoid existing and new project design and delivery issues ⁄ 38 Compass Project Consulting’s Nassib Al-Sibassi talks to MEC about the company’s focus on talent development, retention and knowledge sharing in Saudi Arabia ⁄ 48 From branded residences to lifestyle and wellness innovations, Devmark’s Sean McCauley talks to Priyanka Raina about shaping Dubai’s property market in 2025 and beyond ⁄ 56 Gensler Middle East’s Co-Managing Directors and Principals comment on the firm’s evolution in the Kingdom, its focus on talent, technology, and sustainability, and how design thinking is shaping the Kingdom’s next chapter

RFACE Going behind-the-scenes with the region’s top construction consultants and industry trailblazers

MECONSTRUCTIONNEWS.COM

29

INTERFACE

30

NOVEMBER-DECEMBER 2025

FROM VISION HKA’s Tim Whealy talks to MEC’s Jason Saundalkar about HKA’s business in Saudi Arabia and why the various players in the construction supply chain must adjust their thinking to avoid existing and new project design and delivery issues

TO REALITY MECONSTRUCTIONNEWS.COM

31

INTERFACE

UK-headquartered HKA has decades of experience in Saudi Arabia and in early 2024, the global consultancy strengthened its commitment to the Kingdom by securing its Regional Headquarters (RHQ) License. The move positioned HKA as amongst the first major international consultancies to gain regional HQ status under the programme, enabling the firm to conduct business with Saudi state bodies and benefit from certain tax incentives.

Even prior to acquiring RHQ status, HKA already had strong ties to the Kingdom, with its Riyadh and Jeddah offices supporting Saudi clients and capital projects for over two

“In the very near future, I think the Kingdom will offer a very good alternative destination to the Caribbean or Seychelles.”

TIM WHEALY

decades. Talking to Jason Saundalkar, Head of Content at Middle East Consultant, Tim Whealy, Partner at HKA said that today the firm continues to deliver services to a variety of clients, and notes that the company’s business has grown, and evolved, since it opened its RHQ. “Historically we've done a huge amount of work with contractors, but since we opened our RHQ in the Kingdom

This move follows on from the $5.9bn in contracts that were awarded on the project in 2024.

roughly two years ago, we also began doing a lot of work with

Commenting on this market shift in the country, Whealy

various government entities. We now regularly work with

states, “We’re very busy in the Kingdom but we’re not doing as

ministries, PIF companies and many of the Kingdom’s giga

many of those giga projects at the moment. If you look at MEED

projects. We’re involved with government organisations, asset

data that was published in August 2025, they reported a year-on-

owners (employers) and companies across the construction

year drop on major project orders. It appears there has been a

supply chain, and have to manage our conflicts very carefully,”

refocusing or redistribution of money towards key projects

says Whealy.

that are important such as Diriyah Gate, Red Sea, Trojena and

Over the 2024-2025 period, the Kingdom continued working

others. There’s also Expo 2030 and the 2034 World Cup that have

on diversifying its economy away from hydrocarbons in line

now been won, which will require huge investment. So I think

with the goals of Saudi Vision 2030. Since Vision 2030 was

refocusing is a sensible move and shows that the Kingdom is

unveiled over a decade ago, the country has had a number of

committed to its giga projects and its overall transformation -

successes in terms of its overall transformation, and the delivery

the ability to change course shows very good leadership as far

of components that are a part of its various giga projects,

as I’m concerned.”

including: the completion of the initial phase of NEOM Bay

Whealy first began working in the Kingdom in 2011 and notes

Airport; the partial opening of Diriyah Gate; the opening of

that the perception of the country at that time was that it was a

a significant portion of the King Abdullah Financial District

hardship posting. Today, the situation is far different, he notes.

(KAFD); the opening of a number of the Red Sea Project’s resorts and many others.

“The government has done an amazing job of changing people’s perceptions and changing the country since those

Over the last 12-18 months, the Kingdom seems to have

days, and as more people visit the country, those perceptions

kicked off a sharper focus on the completion of certain key giga

will be a thing of the past. For example, in the very near future, I

projects. While this has meant that contract awards and work has

think the Kingdom will offer a very good alternative destination

slowed on some of the Kingdom’s giga projects, development is

to the Caribbean or Seychelles for people in Europe. You only

continuing in earnest on others. According to a recent Knight

have to fly from Jeddah to London and look down – what you

Frank report, in the first eight months of 2025 alone, US $3.7bn

see is phenomenal, from the beauty of the lagoons and the

worth of contracts were awarded on the Diriyah Gate project.

different islands to the natural onshore landscapes. There’s huge

32

NOVEMBER-DECEMBER 2025

MECONSTRUCTIONNEWS.COM

33

INTERFACE While HKA acquired RHQ status in 2024, the company has been an active participant in the Kingdom for over two decades through its offices in Riyadh and Jeddah.

potential there and the Kingdom certainly

something we do very well. That said,

has the ambition to take advantage of it.”

I strongly believe that prevention is better than cure - if we can get the right

Delivering Vision 2030

safeguards in place, get both employers

Since Vision 2030 was first unveiled,

and contractors to fully understand the

Saudi Arabia has made tremendous

contracts they are entering into, ensure

progress on its transformation journey,

they administer these contracts properly,

even looking outside of the delivery of

keep good records and develop/update

its various giga projects. Post 2020, the

the baseline properly, that would be an

country secured the rights to host Expo

excellent start.”

2030 Riyadh and the 2034 FIFA World Cup – two significant mega events that will

A change of mindset

support the Kingdom’s transformation

According to HKA’s Eighth Annual CRUX

journey and help the government

Insight Report, which analysed more

positively shift the country’s perception

than 2,200 projects in 114 countries with

on the world stage.

a combined CAPEX of $2.43tn, projects

The successful delivery of those

in the Middle East have faced the longest

events is connected with the upgrade

schedule overruns. The top five causes

of existing assets, and the design

of claims or dispute in the region were

and completion of all new assets and

due to: change in scope; the late issue

infrastructure in line with the original

of design information; cash flow and

vision. It’s therefore vital that employers

payment issues; late approvals, and

and construction industry stakeholders

incomplete design.

change the way they approach projects,

Asked about the Saudi market in

and the way they interact with each other.

terms of contract structure and the way

“At the moment there are multiple

project stakeholders work with each

issues; employers demand immediate

other following the unveiling of Vision

progress and consultants are struggling

2030 in 2016, Whealy notes that historic

to keep up with their workloads, as they’re

challenges continue to persist, and must

and in that early design, and they’re either

stretched between too many projects. At

be addressed.

not dealt with properly or they’re pushed

the same time, contractors are struggling,

“We’re not seeing enough real change

over to the contractor to try and resolve.

they’re not getting the cashflow they need

in the way contracts are structured, and I

The reality is that the contractor, more

and there is a direct correlation between

think there’s still a desire to get projects

often than not, doesn’t fully understand

payment and progress. All this creates the

off the ground too quickly. I think Saudi

the extent of those problems, and this can

environment for a perfect storm when

continues to suffer from the perennial

ultimately lead to major problems down

it comes to the delivery of projects,”

problem of wanting to see progress, when

the road,” Whealy explains.

Whealy cautions.

– like the old adage says – it’s better to go

He adds, “Clients in Saudi Arabia must

He adds, “Our job is to help people

slow to go fast. Sometimes we see a lot of

remember that risk on a project should

avoid disputes or resolve them and it’s

problems come in at the contract stage

be taken by the party best capable of

34

NOVEMBER-DECEMBER 2025

managing that risk - they must move away from the mindset of passing risk over to contractors. It’s also high time for the market to adopt a true value for money procurement evaluation rather than being largely driven by price, and a race to the bottom. Price is disproportionately weighted as a factor in the consideration of who employers appoint, and I think this in addition to the previously mentioned issues is the recipe for a perfect storm on projects. These are the common challenges I’ve observed over my 15 years in the Kingdom.”

“Clients in Saudi Arabia must remember that risk on a project should be taken by the party best capable of managing that risk.”

Here, Whealy says that contractors also have a hand in the project challenges in the country, and should shift their thinking

TIM WHEALY

MECONSTRUCTIONNEWS.COM

35

INTERFACE Whealy says contractors delivering projects in the Kingdom should shift their thinking to ensure the best outcomes for themselves and the projects they’re delivering.

to ensure the best outcomes for themselves and the projects they’re delivering.

Highlighting another challenge that companies must consider are the implications of price escalation. Whealy

“I think some contractors run what I call a hit and hope

says there’s been significant price escalation in Saudi but yet

strategy in the sense that they will price a project to win the

companies are reluctant to put price escalation provisions into

job, and hope that through variation and claims they can make

their planning.

a margin on the project. As an example, I once worked with a

“Employers and contractors don’t really think about this

client that didn’t fully understand the extent of their design

but on a long-term project that runs for two-, three- or four-

obligations under the contract, but at that point we were already

years or longer, it’s a major issue, and so I think it’s something

a year into the contract. It’s clear some contractors don’t fully

everyone must think about carefully. So, whether its employers

understand what they’re signing up to, whether it’s a FIDIC Red

or contractors, there should be careful and sensible allocation of

Book, one of the Aramco contracts or other bespoke forms. This

risk between the parties in terms of who is best able to manage

is a common problem.”

that risk, and then it falls to that party to fully understand the

He emphasies, “This can become highly problematic; contractors must know what their contractual position is before they get into these jobs, particularly when it is a long-term, large-scale project.”

36

NOVEMBER-DECEMBER 2025

risks they’re signing up to. This applies to both contractors and employers,” he states.

Speaking about employers specifically, Whealy says it’s in their best interest to move away from working with project

partners in this way. “It can be a false economy by appointing

simplistic approach because it doesn’t consider the impact on

someone who is the cheapest on a complete lump sum turnkey

the employer and the entire supply chain if the project is delayed

type project because, invariably, they’re late and it then creates

by a year or two,” he says.

massive problems for an employer, particularly if the employer

Sharing an example of how current contracts and mindsets

needs the project to start generating revenue on a particular date.

jeopardise projects, Whealy says that a contractor was recently

It’s far better for all these calculations to be accounted for and for

looking to unilaterally terminate a contract because they couldn’t

the employer to go with someone who’s offering a slightly higher

afford to remain on the project, and if that happened, it would

price, but also offers more certainty around the program, and is

have significant ramifications on the project and the employer.

committed to achieving the agreed completion date.”

“There are very real implications of the current approach that are never fully considered,” he reiterates.

Making his closing statements, Whealy notes that the Kingdom has embarked on one of the biggest and most

“There has been massive changes in the Kingdom, so I think that Vision 2030 has already been very successful.”

ambitious national rebuilding projects in his lifetime, and says that the rate of change has already been “phenomenal”.

“There’s already been a massive rebasing of the economy away from what I would call a simple petrodollar driven economy into something that is far, far broader covering multiple segments, including leisure, tourism, sport, and hospitality.

There has been massive changes in the Kingdom, so I think that Vision 2030 has already been very successful. To continue

TIM WHEALY

delivering on the Kingdom’s ambition and make the delivery of the country’s vision smoother with regards to projects, industry stakeholders must look internally. At present, the industry is hardwired to be combative, and this has been entrenched for

Delving deeper into the relationships project stakeholders have, specifically with regards to consultants and contractors, Whealy says that a combative mindset is the norm.

years, so it will be a challenge for any stakeholder to move away from,” he points out.

Having said that, Whealy says there is a place for collaborative

“People tend to fall into camps and it becomes a little bit of

contracting and says that while it doesn’t work on every project,

us versus them and that approach really doesn’t bode well. The

it can have a positive impact, but it requires a fundamental

alternative to this to introduce more collaboration and early

change in mindset to make it work.

contractor involvement, for example pre-construction services

He concludes, “There has to be an acceptance from people

agreements. While I accept that these are not perfect, it’s vital

to finding common solutions rather than following the normal

that we have a mechanism that gets people to say ‘we’ve got to

play book where the parties retreat to their respective sides and

go get aligned and get this job done together’. When you step

play the blame game. There are other forms of procurement

back from a project, ultimately all the various stakeholders, be it

that can be tried but I’m not sure that the Saudi market is ready

the employer, the funders, consultants, contractors and even the

for management forms of contract and other approaches that

end user – they’ve all got the same objective. Every stakeholder

give clients a lot more opportunity to change and control. As a

wants the job done on-budget and on-time. So, if people start

start, I think the best thing employers can do is go slow to go

from that perspective and change their existing mindset and

fast. This means getting the design right, stress testing it to

workout issues together from a project point of view, everyone

make sure everything works, ensuring that they really are at

benefits,” Whealy comments.

that particular point in the design process, and then making

“The idea of retreating to the contract and the mindset of transferring all risk to the contractors is myopic and an overly

an informed decision to move forward on their projects with the right construction partners.”

MECONSTRUCTIONNEWS.COM

37

INTERFACE

Putting talent first MEC’s Jason Saundalkar talks to Nassib Al-Sibassi, Group Managing Director at Compass about the company’s focus on talent development, retention and knowledge sharing in Saudi Arabia

Since its inception over a decade ago, Compass Project Consulting (Compass) has made a name for itself by offering tremendous results across a mix of projects in the region.

The firm credits its success to its diverse and highly disciplined team who drives the delivery of world class project development solutions.

Talent has always been critical to the firm’s success in the UAE and Saudi Arabia, and after over a decade in operation, the company continues to place a high value on talent and talent development. “Talent development isn't just important to Compass, it's fundamental to everything we do,” comments Nassib Al-Sibassi, Group Managing Director at Compass.

Commenting on the firm’s operations in Saudi Arabia specifically, he notes, “Our business is built on people, and in a market as dynamic and ambitious as Saudi Arabia, continuous development is not optional; it's essential. We operate in an environment where the pace of change is unprecedented, with mega-projects reshaping the landscape and setting new global benchmarks for construction and development.”

“To remain competitive and deliver the exceptional standards our clients expect, we must ensure our teams are not just keeping pace with market demands but anticipating them. This means investing heavily in capabilities, technical expertise, and leadership development. Our commitment to talent development is a commitment to the future of the Kingdom itself, because the projects we're delivering today will define the built environment of Saudi Arabia for generations to come.”

Asked about the company’s focus on talent development in the Kingdom in terms of its vision and alignment with national mandates, as well as key goals for the 2025-2026 period, Sibassi highlights, “Our vision is straightforward: to become the employer of choice for Saudi construction and project management professionals, while serving as a cornerstone partner in realising Vision 2030. We're not just aligned with the Kingdom's Saudisation mandates, we’re actively shaping them. Our approach to talent development

38

NOVEMBER-DECEMBER 2025

MECONSTRUCTIONNEWS.COM

39

INTERFACE

The company’s flagship initiative is the Compass Academy, which provides Saudi graduates with a structured pathway into construction management through an immersive 18-24 month rotational experience, Sibassi explains.

40

NOVEMBER-DECEMBER 2025

“Our commitment to talent development is a commitment to the future of the Kingdom itself.”

NASSIB AL-SIBASSI

is deeply embedded in our business strategy, ensuring that every

“Each Academy participant is paired with a senior professional

Compass initiative contributes to the Kingdom’s broader vision

who provides guidance, support, and real-world insights. We

of building a world-class, knowledge-based economy.”

combine this mentorship with technical certifications, soft

“For the 2025-2026 period, our goals are ambitious,” he states.

skills development, and exposure to international best practices.

“We're targeting 45% Saudi national representation across our

Academy participants work on actual Vision 2030 projects from

workforce, with particular focus on technical and leadership roles.

day one, they're not observers, they're contributors, working

We aim to graduate over 30 participants through our Compass

alongside experienced professionals on some of the Kingdom's

Academy program, which is designed to accelerate capability

most significant developments.”

development and professional readiness. Most importantly, as a

Sibassi says the results speak for themselves. “Since 2023,

Saudi-owned consultancy, we're working to establish Compass as

we've enrolled over 45 Saudi graduates into the Compass

a recognised centre of excellence for construction management

Academy, with 60% retention rate among Academy graduates

training in the Kingdom.”

after three years. Today, 15% of our Academy alumni have

“We view Saudisation not as a compliance exercise but as a

progressed into project management or specialist roles,

strategic imperative. The Kingdom's Vision 2030 depends on

with 15 Academy graduates now working on giga to mid-tier

developing world-class Saudi talent, and Compass is proud to be

developments around the Kingdom.”

at the forefront of this national transformation. Our success is

Beyond the academy program, Compass has launched several

intrinsically linked to the success of Saudi professionals, which

other targeted initiatives, including women in construction

is why we've structured our entire talent development strategy

programs, technical upskilling workshops, and leadership

around building long-term careers, not just filling positions,” he says.

development tracks via the Compass Talent Development and Localisation Strategy, which is specifically designed for high-

Initiatives in the Kingdom

potential Saudi nationals.

Within the Kingdom, the company has invested significant time

Asked about whether the company has any early engagement

and resources into developing local talent, with the ‘Compass

initiatives in the Kingdom, Sibassi is quick to note that the

Academy’ standing as the firm’s flagship initiative.

firm believes that talent development actually begins “long

“Our flagship initiative is the Compass Academy, a

before graduation”. He explains, “This is why we’ve established

comprehensive graduate development program that has become

partnerships with leading Saudi universities and technical

a model for the industry. The Academy provides Saudi graduates

institutes, and conduct regular campus presentations, career

with a structured pathway into construction management

workshops, and technical seminars to showcase the opportunities

through an immersive 18-24 month rotational experience.

within construction management.”

Graduates spend this time rotating through different business

“One of our most effective strategies is inviting students

functions, including project management, cost management,

to our project sites, giving them firsthand exposure to mega-

contract administration, planning, site supervision and within

projects in progress. Seeing the scale and sophistication of Vision

our support services. This exposure ensures they understand

2030 developments transforms perceptions about construction

the full project lifecycle and can make informed career choices

careers. We also offer structured summer internships and co-op

about their future specialisation,” Sibassi shares.

placements, providing students with meaningful work experience

MECONSTRUCTIONNEWS.COM

41

INTERFACE For the 2025-2026 period, Compass is targeting 45% Saudi national representation across its workforce, with a particular focus on technical and leadership roles says Sibassi.

before they graduate. Many of our Academy participants first

“The construction industry has historically been male

engaged with Compass during these early programs, so we know

dominated, but that's changing rapidly in Saudi Arabia, and

this pipeline approach works.”

Compass is proud to be a part of this important transformation.

He highlights, “For exceptional students demonstrating

We've established targeted recruitment programs specifically

passion for the built environment, we provide financial

designed to attract female Saudi graduates into construction

support and guaranteed pathways into the Compass Academy

management, cost consulting, and project controls, actively

upon graduation. This early engagement is critical because

engaging with women's engineering and architecture programs

construction and project management offer extraordinary career

at Saudi universities.”

opportunities. By connecting with students early, we're building a

“Creating an inclusive workplace culture has been central,

sustainable pipeline of talent while contributing to the Kingdom's

albeit a natural flow, to our approach. We've implemented policies

long-term capability development.”

and practices that ensure female professionals can thrive,

Talking to Sibassi about diversity and inclusion, and how

including dedicated facilities on project sites meeting cultural

Compass attracts women specifically to join its ranks, he notes

and practical requirements, flexible working arrangements where

that the firm has established targeted recruitment programs

appropriate, and zero-tolerance policies on discrimination or

specifically to attract female talent.

harassment. We've also established women in leadership

42

NOVEMBER-DECEMBER 2025

mentorship programs that pair junior female professionals with

Overcoming challenges

senior leaders who can guide their career development,” he states.

The Saudi construction market is immense and while this means

He adds, “Female Saudi nationals have equal access to the

that there are a wealth of opportunities for talent from across

Compass Academy and all development programs, and we're

the country, there are also several challenges that have to be

seeing increasing numbers of women choosing construction

navigated carefully.

management careers.

Their contributions have been

Sibassi explains, “The Saudi market presents unique

outstanding. We are also continuously working to increase female

challenges that require thoughtful, strategic responses. The

representation in management positions, through our employ for

sheer scale of Vision 2030 projects means that every major

merit selection process, ensuring diverse perspectives inform

construction firm is competing for the same pool of Saudi

our decision-making.”

talent. The market is exceptionally hot, with demand far

“The Kingdom's reforms have created unprecedented opportunities for women, and Compass is committed to ensuring

outstripping immediate supply. Our response to this challenge is differentiation through development.”

female Saudi professionals have equal opportunities to build

“We position Compass not as just an employer, but as a

rewarding careers in construction and contribute to Vision

career accelerator. The Compass Academy provides something

2030's realisation.”

competitors cannot easily replicate: structured development

MECONSTRUCTIONNEWS.COM

43

INTERFACE

“We're seeing increasing numbers of women choosing construction management careers.

Their contributions have been outstanding.”

Sibassi says that knowledge sharing is embedded throughout the firm’s organisational culture, and is also structured into its development programs.

“We conduct regular technical workshops where Academy participants and young professionals learn from experienced project directors, cost managers, and technical specialists.

These sessions cover everything from contract administration to risk management, from stakeholder engagement to quality assurance. We also facilitate organic knowledge exchange between teams working on different projects, so a graduate working on a residential development can learn from colleagues delivering infrastructure or commercial projects, broadening

NASSIB AL-SIBASSI

their understanding and capabilities.”

He continues, “At the completion of every project, we conduct comprehensive lessons-learned sessions. These aren't superficial exercises, they're structured reviews identifying

with direct access to key decision-makers, offering mentorship

what worked, what didn't, and what we'd do differently.

and genuine career progression. We're not hiring Saudis to meet

Critically, these insights are documented and shared across

quotas; we're building careers.”

the organisation, ensuring knowledge isn't lost when projects

Another challenge that Sibassi highlights is knowledge

close. We maintain a centralised digital platform where technical

transfer and experience retention. He remarks, “Many Saudi

guidance, best practices, case studies, and lessons learned are

graduates enter the workforce with strong academic foundations

accessible to all staff. This institutional memory is invaluable,

but limited practical experience on how to translate what they

particularly for young professionals seeking solutions to

learned into the work environment of managing complex, multi-

challenges they're encountering for the first time.”

billion-dollar projects. Our rotational program addresses this

Beyond formal programs, Sibassi says the firm encourage

directly by ensuring graduates gain broad exposure across the

informal knowledge transfer through mentorship pairings

project lifecycle. This approach allows them to discover their

and shadowing opportunities. “Sometimes the best learning

strengths, understand different disciplines, and make informed

happens through observation and conversation. This systematic

career choices. Once they select a specialisation, we provide deep

approach to knowledge sharing ensures Compass continuously

technical training and increasingly complex responsibilities.”

improves, while accelerating the development of our Saudi

He continues, “Retention in such a competitive market

talent base. Knowledge isn't hoarded, it's shared, because we're

requires more than competitive compensation. We emphasise

stronger when everyone has access to our collective expertise.”

contributing to something larger than ourselves – Vision 2030

On the topic of the role the Saudi government can play

– while providing clear progression pathways and genuine

in terms of supporting construction firms with talent

ownership of outcomes. Our retention rates demonstrate this

development, Sibassi explains that Saudi authorities have

works. When people feel they're building something meaningful

already been “exceptionally progressive” in supporting

and see their career advancing, they stay. Saudi professionals

workforce development. That said, he says there are still a few

get world-class development and career opportunities,

areas where additional support would enhance outcomes.

while Compass builds a loyal, highly capable workforce that understands our culture, standards, and ways of working.”

“While we're committed to Saudisation, we still require specialised international expertise for knowledge transfer

On the all-important topic of knowledge transfer/sharing

and technical roles. Streamlined processes for bringing in

– which ensures vital information and project know-how is

these specialists temporarily would help accelerate Saudi

not lost when team members move on or a project closes –

capability building.”

44

NOVEMBER-DECEMBER 2025

While the construction industry has historically been male dominated, the dynamic is changing rapidly in Saudi Arabia, Sibassi points out.

“Stronger formal partnerships between industry and

development. The leadership's commitment to human capital

educational institutions would ensure that important curricula

development creates an environment where companies like

remain aligned with market needs. Involving construction

Compass can invest confidently in long-term talent strategies.”

firms in the program's design would help graduates enter the workforce better prepared. Government recognition

Business in the Kingdom

and support for internationally recognised construction

Switching gears and discussing the company’s business and

management certifications would also help Saudi professionals

performance in the Kingdom in 2025, Sibassi points out that

build globally portable credentials, while maintaining Kingdom-

the year has been “transformative”.

specific knowledge. Finally, tax incentives or direct support

“We're currently engaged across the full spectrum of Vision

for companies investing heavily in training programs would

2030's flagship developments, providing project management,

encourage more firms to adopt comprehensive development

cost consultancy, and contract administration services

models like the Compass Academy.”

on projects. Our work spans a mixture of giga-projects and

He clarifies, “That said, the government's Vision 2030

private investments, where we're supporting the delivery of

framework already provides substantial support for workforce

transformational urban developments, mixed-use destinations

MECONSTRUCTIONNEWS.COM

45

INTERFACE

that will redefine entertainment and tourism in the region,

Recently, the Kingdom has begun making decisive moves

residential developments addressing the Kingdom's housing

with regards to the scope and timelines of some of its giga-

objectives, and infrastructure projects connecting communities

projects. The move has been welcomed by a number of

and enabling economic growth,” he explains.

personalities within the built environment, with Sibassi noting

“What distinguishes our 2025 performance is not just the scale of our portfolio, but the depth of Saudi talent now leading

that the refinement of certain giga-project timelines showcases “mature, responsible program management”.

these engagements. Increasingly, our project managers, cost

“These are multi-decade transformations, and it's entirely

managers, and technical leads are Saudi nationals who've

appropriate that programs are continuously evaluated and

progressed through our development programs. We've also

optimised based on market conditions and strategic priorities.

strengthened our local presence, expanding our offices in

This recalibration is healthy, it directs resources toward highest-

Riyadh, Jeddah, and the Eastern Province, and have established

priority initiatives and prevents market overheating that could

dedicated project offices on major development sites."

compromise quality.”

"This localisation reflects our long-term commitment to the

“For Compass, this reinforces the importance of agility.

Kingdom and positions us as a truly Saudi-based consultancy,

We've structured our business to be flexible and responsive,

not an international firm sometimes operating temporarily in

adjusting resource planning as timelines evolve and pivoting

the market,” he highlights.

as priorities shift. This adaptability is essential in a market as

Pressed for his views on the opportunities and challenges

dynamic as Saudi Arabia.”

he sees for Compass in the coming years, Sibassi is highly

He clarifies, “The overall Vision 2030 commitment remains

confident about the firm’s potential as a result of the ambition

absolutely firm. The Kingdom will continue investing in

and magnitude of Vision 2030.

transformational projects, as the mix and timing evolve. As

“The Kingdom's Vision 2030 represents perhaps the most

with any business, the definite constant is change. We've built

ambitious national transformation program anywhere in the

Compass to be agile and flexible, able to mould ourselves to

world. The pipeline of projects is extraordinary! For a firm with

suit the market we're in. And to us, that's not reactive, it's a

Compass's capabilities, the opportunities are virtually unlimited.

strategic strength.”

We see particular potential in second-phase developments as

In 2025, Compass has handed over a number of significant

initial projects complete, infrastructure connecting the mega-

projects in the Kingdom, however Sibassi points out that

developments, and operations and maintenance advisory as

the firm is under NDA on most of the handovers. That said,

delivered projects enter operational phases.”

he points out, “What's particularly noteworthy is that these

Discussing the strategy going forward, he notes, “Our

projects were increasingly delivered by Saudi nationals who

focus remains talent development and retention. The market

progressed through our various development programs,

is intensely competitive, which makes the Compass Academy

demonstrating that our talent strategy delivers genuine

our competitive advantage. By investing deeply in developing

capability, not just compliance.”

Saudi talent, we build loyalty, capability, and differentiation

Making his closing statements, he says, “These handovers

that sets us apart. We've structured our business to be flexible

directly support the Kingdom's transformation objectives across

and entrepreneurial, able to pivot as the market evolves. We're

housing, tourism infrastructure, and urban development. Each

committed long-term partners in the Kingdom's transformation,

project generates valuable lessons learned that we capture and

which means continued investment in local offices, local talent,

share across the organisation, continuously enhancing our

and local relationships.”

delivery capabilities.”

“The constant in any business is change, and Saudi Arabia

“Looking ahead to 2026, we have several major projects

is changing faster than anywhere else on earth. Companies

reaching completion, including additional phases of work

that can adapt while maintaining focus on capability building

across multiple Vision 2030 developments, further reinforcing

will thrive. That's exactly what Compass is positioned to do,”

Compass's position as a trusted partner in the Kingdom's

he clarifies.

transformation,” he concludes.

46

NOVEMBER-DECEMBER 2025

INTERFACE

48

NOVEMBER-DECEMBER 2025

Driving Property Forward From branded residences to lifestyle and wellness innovations, Sean McCauley, CEO of Devmark speaks to MEC’s Priyanka Raina about shaping Dubai’s property market in 2025 and beyond

From iconic towers to self-contained communities, Dubai’s property market has long been viewed as a bellwether for the GCC, and that trend has continued in 2025. That said, the city has been undergoing a period of transformation in recent times, with shifts in both buyer behavior and developer strategies that will likely shape the next phase of growth.

According to Cavendish Maxwell’s H1 2025 Residential Market Report, off-plan transactions accounted for around 70.2% of all sales during the first half of the year.

This dominance reflects a growing appetite for new projects and showcases a strong trend in buyer preferences - the trend is particularly visible within the mid-market price bracket of US $272,000 to $544,000, where a large share of activity is concentrated.

For many buyers, this segment is said to represent the ideal entry point into Dubai’s real estate market, balancing affordability with access to high-quality developments.

Beyond price, demand is being increasingly shaped by lifestyle aspirations.

Wellness-focused communities, once considered niche, are rapidly becoming mainstream. Developers are responding with projects that integrate health and wellbeing into every stage of design, offering features such as flexible floor plans that maximise natural light, car-free community zones, green spaces, fitness and recreational facilities, and holistic amenities that promote balanced living.

MECONSTRUCTIONNEWS.COM

49

INTERFACE Dubai is evolving from viewing wellness as a single amenity to embedding it as a core principle of design and community living.

This evolution reflects the changing

that ensure the product aligns with what

expectations of modern residents. Today’s

buyers want. We then translate those

buyers are not only seeking a property

insights into design briefs for architects

as an investment but also as a lifestyle

and consultants, so that the floor plans,

choice, where the quality of community

specifications, and amenity programs are

infrastructure is as important as the

tailored from day one.

home itself. Developers who can combine

From there, our go-to-market engine

value, innovative design, and lifestyle-

comes into play: branding, marketing,

centric features are likely to remain at the

and broker activations that create

forefront of Dubai’s competitive market.

momentum, all underpinned by our

As off-plan sales continue to dominate

Master Agency sales model. In addition

and wellness-driven developments set

to execution, we also sit at the governance

new benchmarks, 2025 is reinforcing

table, running weekly commercial

Dubai’s position as both a global

councils to manage pricing, stock,

investment hub and a trendsetter in

and performance with our developer

shaping how the region lives and invests.

partners. In short, Devmark provides

In this exclusive interview with Sean

a full ecosystem that ensures a project

McCauley, CEO of Devmark Group, Middle

doesn’t just launch but sells, delivers, and

East Consultant explores how Devmark

lives well long after handover.

helps new developers navigate market entry, integrates data-driven insights into

What’s your overview of Dubai’s

design and marketing, and drives sales

real estate market in 2025, and

through strategic collaboration between

where do you see it heading?

architects, engineers, and brokers.

Resilient is the word most often used to describe Dubai’s market, but the reality

The Devmark Group is described

is more dynamic. We’ve entered a new

as a ‘multi-disciplinary real estate

cycle, one where off-plan sales don’t just

ecosystem’. What value services

contribute to the market, they define it.

do you offer to new developers

Today, roughly 75% of all transactions

entering the market?

are off-plan, a level that would have been

At Devmark, we pride ourselves on being

unthinkable just a few years ago.

far more than a sales agency. We’re a true

What’s particularly telling is the

end-to-end partner for developers. For

concentration of this demand in the US

those entering the market, we don’t simply

$272,000 - $544,000 price band. On one

deploy a sales team; we build the full

hand, this reflects accessibility: a ticket

market-entry strategy from the ground up.

price of $408,000 feels within reach for

That begins with demand analysis,

a broad base of buyers, especially with

competitor mapping, and pricing

extended payment plans of three to five

strategy, which are the fundamentals

years. On the other hand, it speaks to the

50

NOVEMBER-DECEMBER 2025

“We’re a true end-to-end partner for developers. For those entering the market, we don’t simply deploy a sales team; we build the full market-entry strategy from the ground up” SEAN MCCAULEY

MECONSTRUCTIONNEWS.COM

51

INTERFACE

psychology of aspiration, where ownership feels attainable and investment yields remain attractive.

Commercially, we’ve consistently outperformed absorption benchmarks. That performance stems from a disciplined

Developers are increasingly tailoring their product to this

approach to pricing, marketing campaigns that tell a story rather

sweet spot, adjusting unit sizes, layouts, and specifications to

than add noise, and a broker community that is more engaged

meet demand. The trend signals a healthy depth in the market.

than ever before. We’ve shortened design-to-market cycles,

Still, it also raises important questions about how demand is

raised the standard of our marketing assets, and built more

structured, where risk may sit, and how developers can continue to

substantial alignment across developers, brokers, and buyers.

differentiate in a segment that is becoming ever more competitive.

The result is not just record sales numbers, but greater confidence from stakeholders who see Devmark as a trusted

How did Devmark perform in 2024, and how is the

partner capable of moving quickly, thinking strategically, and

firm fairing in 2025 to date?

delivering results at the highest level.

The past year has been one of the strongest in our journey. In 2024, we launched Kempinski Marina Residences, which set a

What goals are you aiming to achieve before the end

new benchmark: over $272mn in sales within 48 hours, followed

of 2025?

by a complete sellout. We then introduced the first standalone

Our focus for the remainder of 2025 is threefold. First, to

Chedi Private Residences, along with Résidence Du Port and

continue strengthening Devmark’s leadership in the branded

Affini Residences under Marriott International’s portfolio - each

residences space by successfully launching and selling a new

reinforcing the region’s appetite for branded residences and

pipeline of projects that set benchmarks for design, positioning,

lifestyle-driven offerings.

and sales velocity.

52

NOVEMBER-DECEMBER 2025

This shift reflects a growing buyer demand: as life becomes more fast-paced, people are placing real value on environments that support health, balance, and quality of life.

Second, to deepen our integration of data and technology

Sales brings critical data and buyer insight, from view

across the sales and marketing journey, ensuring our developer

premiums to cost-per-square-foot benchmarks - allowing

partners benefit from sharper insights and more efficient go-

architects to translate those insights into layouts, floorplans,

to-market strategies. Lastly, we will continue to invest in our

and façades that resonate with the market. Engineers then

people, expand our capabilities, and develop the next generation

validate and refine these ideas, ensuring they can be built cost-

of leaders who will carry this industry forward.

effectively and maintained over time.

Ultimately, the goal is to close 2025 having not only delivered

When all three disciplines are aligned, the result is

strong commercial results for our clients but also reinforced

developments that are marketable, buildable, and sustainable,

Devmark’s role as a trusted partner shaping the future of Dubai’s

which are projects that achieve sales velocity while creating

real estate market.

lasting value for both developers and buyers.

What role does collaboration between architects,

There’s a global push towards wellness-focused real

engineers, and sales play?

estate. How is Dubai adopting this trend?

In real estate, the connection between design and sales is a

Dubai is actually evolving from viewing wellness as a single

fundamental driver of success, shaping projects that go far

amenity to embedding it as a core principle of design and

beyond aesthetics. True collaboration between architects,

community living. We’re now seeing science-backed approaches,

engineers, and sales ensures developments are not only

from advanced air quality systems and acoustic performance

visionary on paper but also viable in the marketplace and

to circadian lighting, sustainable material choices, and water

practical to deliver.

quality monitoring.

MECONSTRUCTIONNEWS.COM

53

INTERFACE

“We’re seeing wellness move up the priority list for buyers.

What used to be considered a luxury is now expected.”

SEAN MCCAULEY

Some developers are pursuing a WELL or DELOS

that support health, balance, and quality of life. Wellness has

certification, while others are integrating the principles more

moved from a “nice-to-have” to a differentiator that defines the

flexibly. For example, we’re working with Iquna Properties on

next generation of real estate.

a project at Dubai Islands where wellness is central.

The development will introduce innovative amenities such

How does wellness influence construction choices?

as a hyperbaric oxygen chamber - a medical-grade technology

We’re seeing wellness move up the priority list for buyers—

used in high-performance sports and longevity clinics to

especially at the premium end of the market. What used to be

promote recovery, healing, and overall well-being.

considered a luxury is now expected.

This shift reflects a growing buyer demand: as life becomes

Globally, wellness has been a growing theme in real estate

more fast-paced, people are placing real value on environments

for years, but the conversation in Dubai has shifted. Buyers are

54

NOVEMBER-DECEMBER 2025

Globally, wellness has been a growing theme in real estate for years, but the conversation in Dubai has shifted.

asking smarter questions about air and water quality, acoustic comfort, lighting, and how spaces support rest and recovery.

It’s no longer about having a a sauna and steam room in the building. We’re seeing increased demand for features like in-apartment spa rooms, private treatment areas, and shared recovery spaces equipped with cold plunge pools, infrared saunas, and therapeutic tools.

Layouts that promote privacy, calm, and light flow are being prioritised over just the design of homes.

From a development perspective, this shift is prompting developers to think differently about lifestyle programming, floorplan flexibility, and service partnerships. Wellness has moved from being a bonus to a baseline and it’s one of the clearest ways we see lifestyle shaping product strategy today.

How do you see Dubai’s branded residences market developing over the next three years?

We’ll continue to see more brands enter Dubai’s market, but the sector is clearly moving toward maturity. What began as a niche offering is now evolving into defined tiers. At the ultra-luxury

operations and a coherent narrative will

whether for larger layouts, lower service

level, globally recognised brands with

sustain premiums. Buyers are becoming

charges, or a design aesthetic that feels

deeply loyal followings will continue to

increasingly discerning: a logo alone is

more personal. The result will be a more

command significant premiums.

no longer enough. They expect proven

segmented and balanced market, where

Meanwhile, lifestyle-oriented brands -

service standards, long-term security, and

branding is one route to differentiation,

from fashion to design houses are scaling

a story that instils confidence in future

but not the only one.

rapidly, testing how far their affinity can

resale value.

Ultimately, the winners will be

translate into real estate sales. That said,

It’s also important to recognise

developers who understand where their

not every branded residence will succeed.

that branded residences won’t capture

brand sits in this hierarchy and can deliver

Over time, only those projects that pair

the entire market. Many buyers will

not just a name, but a genuine experience

strong brand equity with disciplined

continue to prefer non-branded options,

backed by operational excellence.

MECONSTRUCTIONNEWS.COM

55

INTERFACE

Fusing local identity and

56

NOVEMBER-DECEMBER 2025

global best practice Gensler Middle East Co-Managing Directors and Principals Todd Pilgreen and Tariq Shaikh talk to MEC’s Jason Saundalkar about the firm’s evolution in the Kingdom, its focus on talent, technology, and sustainability, and how design thinking is shaping the Kingdom’s next chapter

MECONSTRUCTIONNEWS.COM

57

INTERFACE Todd Pilgreen is Co-Managing Director and Principal at Gensler Middle East.

As Saudi Arabia continues to transform its cities in line with the

Gate has become a key regional hub, reflecting our long-term

ambitious objectives of Vision 2030, companies such as Gensler

commitment to the market. We’ve expanded our portfolio

Middle East have an important role to play in terms of design

across commercial, mixed-use, hospitality and entertainment

innovation and delivering projects that fuse local identity with

destinations from the Riyad Bank Headquarters in the King

global best practice.

Abdullah Financial District to the Al-Madinah Entertainment

Here, Jason Saundalkar, Head of Content & Middle East

Destination for SEVEN. Each of these projects embodies the

Consultant speaks to Gensler Middle East Co-Managing

ambition of Vision 2030 and Gensler’s belief in architecture’s

Directors and Principals Todd Pilgreen and Tariq Shaikh

role as a catalyst for economic and social transformation.

about the firm’s evolution in the Kingdom, its focus on talent,

Tariq Shaikh (TS): Our strategy has been to embed ourselves in

technology, and sustainability, and how design thinking is

Saudi Arabia’s design ecosystem, not as an external consultant,

shaping the Kingdom’s next chapter.

but as an invested partner in the country’s growth. The last 12 months have been about deepening that partnership.

Share an overview of Gensler’s business in Saudi Arabia

While we continue to collaborate across borders, our Riyadh

over the last 12 months. Has the firm achieved RHQ

base functions as a fully integrated practice. Gensler’s global

status in the Kingdom?

structure supports this, we operate as one connected network

Todd Pilgreen (TP): Over the past year, Gensler’s presence in

rather than isolated offices, allowing expertise from our 60

Saudi Arabia has grown significantly, aligning with the Kingdom’s

global locations to flow seamlessly into Saudi projects. A big

unprecedented development pace. Our Riyadh office at Business

focus for us this year has been on critical infrastructure, like

58

NOVEMBER-DECEMBER 2025

Tariq Shaikh is Co-Managing Director and Principal at Gensler Middle East.

data centres, as well as mixed use retail, hospitality and urban

the market demands, the volume of projects is extraordinary.

regeneration and planning. We are currently in the final stages

Continued support from government institutions in education

of becoming an RHQ.

partnerships and professional licensing pathways will be instrumental in building a sustainable pipeline of Saudi design

How is Gensler faring with Saudisation and developing

leaders. There is also the issue of retaining Saudi talent; this is

Saudi talent? What are the challenges you face,

an issue across the Kingdom and clients and peers have said

and what support do you need from government

the same. There is an unfortunate tendency to make huge

authorities?

investments into our people, only for them to move elsewhere

TP: People are our greatest asset. Across the Middle East,

for an inflated salary.

we’ve built a team that represents more than 90 nationalities, and we’re investing in programs to attract, train, and retain

What are some of the key projects Gensler has handed

Saudi designers and architects. This includes mentorship,

over in the Kingdom in 2025? What feedback have you

professional development, and embedding local graduates

received from clients?

into live projects from day one.

TS: The completion of Riyad Bank Headquarters and the 1364

TS: Our commitment to diversity and inclusion is not just global

Lifestyle Center are defining milestones. Riyad Bank’s 52-storey

policy; it’s local practice. We believe that when Saudi talent

tower in KAFD, where our Dubai and Abu Dhabi teams led

leads design in the Kingdom, the results are more authentic

the full interior design, unifies more than 5,000 employees

and impactful. The challenge lies in scaling training at the pace

under one roof. It’s a project that celebrates the bank’s values

MECONSTRUCTIONNEWS.COM

59

INTERFACE The 1364 Lifestyle Center is said to accommodate a rapidly growing neighborhood, while capturing the existing essence of the city.

of trust, professionalism, and bravery, expressed through

it as “transformative” - a landmark that serves its community

materials, light, and technology. Client feedback has been

while setting a new benchmark for sustainable design.

overwhelmingly positive; the headquarters represents a new benchmark for how financial institutions in the Kingdom view

What are some of the key requirements that Gensler

workplace design.

has seen from residential and commercial clients

TP: Meanwhile, the 1364 Lifestyle Center in Riyadh’s Diplomatic

in the Kingdom over the last two years regarding

Quarter has redefined what a mixed-use destination can be. Six

architecture, interiors, and sustainability?

curvilinear buildings host retail and entertainment options for

TP: Clients are increasingly focused on human-centric design

the community with a big focus on walkable spaces. It’s a vibrant,

as we saw in our global workplace survey results - spaces

inclusive development that resonates strongly with Vision

that enhance wellbeing, performance, and connection. In

2030’s focus on liveability and culture. The client described

commercial and mixed-use developments, flexibility and

60

NOVEMBER-DECEMBER 2025

experience-driven environments have

Riyad Bank’s LEED Platinum target and

TP: The next step is expansion, not

become essential. The 2025 Global

the 1364 Lifestyle Center’s passive design

in scale alone, but in impact. We aim

Workplace Survey told us that Saudi

strategies, orientation, shading, and

to mentor emerging Saudi designers,

employees value offices that feel more

use of Riyadh stone - demonstrate that

strengthen our collaborations with public

like creative labs or nature retreats,

sustainability and cultural authenticity

agencies, and continue advancing design

emphasising calm, adaptability, and

can coexist seamlessly.

excellence that supports the Kingdom’s long-term transformation.

wellbeing. Sustainability is now a business imperative. Every client

H ow

conversation includes environmental

compare with global residential and

What are the challenges that

performance, from material sourcing

commercial trends?

Gensler faces in the Kingdom

to energy optimisation. Projects like

TP: Globally, we see the same shift,

as a business? What are your

workplaces are no longer just about

strategies to overcome them, and

productivity; they’re about purpose. Our

what support do you need from

survey shows Saudi Arabia is moving

authorities?

in step with leading markets such as

TP: Every market undergoing rapid

the UAE and the U.S., where employees

growth presents challenges. The speed

expect environments that support hybrid

of development in Saudi Arabia demands

work, collaboration, and wellbeing. The

exceptional agility, from resource

Kingdom’s giga-projects have accelerated

planning to coordination with evolving

this evolution by embedding these design

regulations. Our strategy is to leverage

principles at a city scale. Saudi Arabia’s

Gensler’s global network to provide that

trajectory is unique in that it’s not adapting

agility and to hit the ground running

to change, it’s defining it. Projects like

when it comes to quick turnarounds

Diriyah Gate, NEOM, Qiddiya and AlShaya

for project design. We are able to bring

are creating global models for sustainable,

proven delivery models and digital

connected living. Our role is to translate

platforms that maintain quality and

these ambitions into design that’s both

consistency at scale and that’s been a

globally informed and locally rooted.

real game-changer for us. The regulatory

do

t h ose

req u i re m e nt s

environment is evolving positively, but What were the three main goals

continued collaboration between design

that Gensler had for the Saudi

firms and government entities will be

market in 2025, and have they been

essential for streamlined permitting,

achieved?

materials approval, and sustainability

TS: Our goals were clear: establish a

certifications. As the market matures,

permanent base in Riyadh, deepen

there’s a great opportunity for Saudi

our partnerships through major local

Arabia to set new global standards in

projects, and contribute meaningfully

design governance.

to Vision 2030’s built environment. I’m proud to say we’ve achieved all three.

Share an overview of the Saudi

Gensler is now embedded in the Saudi

construction market in 2025 –

market, delivering work that aligns with

what are your expectations from

national priorities across finance, culture,

the market in 2026? Where do you

and entertainment.

anticipate future growth?

MECONSTRUCTIONNEWS.COM

61

INTERFACE Saudi data centres must navigate two primary conditions the desert periphery and the urban edge says Shaikh.

TS: Saudi Arabia today represents the

built environment in the Middle East can

largest construction market in history,

achieve.

with Vision 2030 projects valued at over US $1.1tn. The next year will see

A number of data centres have been

even greater diversification across

announced or are in the works in

commercial, cultural, and hospitality

the Kingdom – how do you see this

sectors. Future growth will come from

segment shaping up, and how does

integrated, mixed-use destinations that

Gensler plan to capture its share?

combine living, working, and leisure

TS: Data centres are now among the

-developments that put people and

most important building types shaping

experience at their centre.

the Gulf’s future. The region’s capacity

TP: We also see strong momentum

is set to triple from 1GW to 3.3GW

in digital infrastructure, from smart

within five years, driven by AI and cloud

city frameworks to data centres and

adoption. Saudi Arabia is a core part of

innovation hubs. The demand for

this story. Our focus is on designing

design excellence in these areas is

architectural identity for the invisible

unprecedented, and Gensler’s global

asset, ensuring that even highly technical

expertise positions us to help shape this

facilities contribute meaningfully to

new frontier of development.

their urban or desert context. We see opportunity in both large-scale campuses

c o n st ru ct i o n

and edge data centres located closer to

market in Saudi compare to that

urban cores. These facilities require

of the UAE? What are some key

thoughtful design that balances visibility,

differences and similarities?

security, and community integration. Our

TP: The UAE has long been the region’s

global data infrastructure experience,

Within cities, especially for edge facilities,

benchmark for design innovation,

combined with local delivery capability,

integration becomes crucial. These

but Saudi Arabia’s scale and ambition

enables us to offer clients not just

buildings should ‘hide in plain sight’,

are unparalleled. In the UAE, projects

technical efficiency but enduring

blending with their surroundings yet

tend to be vertically integrated within

civic value.

symbolising progress. These edge

H ow

does

the

established urban contexts. In contrast,

facilities are far more common across

Saudi Arabia’s projects, from Riyadh

What are the specific architectural

Europe. We’ve got a high volume of

to the Red Sea, are about city-making.

requirements for data centres in

data centre projects that are both live

They redefine the relationship between

the Kingdom? How do those differ

and complete across Europe and the

architecture,

from Western markets?

US, more than we currently have in the

community.

TS: Saudi data centres must navigate

Kingdom. That said, this is the market we

TS: The similarity lies in shared ambition.

two primary conditions - the desert

are expecting to pull most of our global

Both markets are driven by visionary

periphery and the urban edge. On the

resources for critical infrastructure

national agendas, Vision 2030 and We

outskirts, the emphasis is on resilience:

projects over the next five years. In

the UAE 2031, that prioritise wellbeing,

materials, cooling systems, and forms

Western markets, regulation and climate

technology, and sustainability. Together,

that respond to extreme climate while

drive efficiency. In the Gulf, it’s also about

they’re setting the standard for what the

projecting innovation and responsibility.

cultural legibility, ensuring architecture

62

infrastructure,

and

NOVEMBER-DECEMBER 2025

reflects regional identity even in hyper-technical typologies.

Our philosophy is that even the most functional buildings

Gensler’s approach uses local abstraction and material

deserve thoughtful architecture. By combining computational

expression to ground data infrastructure in place, while meeting

design, regional insight, and sustainable material strategies,

international standards of performance. We recently worked on

we’re turning data centres into civic icons that symbolize

a project in the US where we completely redesigned the internal

technological and cultural advancement.

layout of a data centre. It was received so well the client will roll out this design globally.

Anything else you’d like to add?

TS: The past year has proven that design is central to Saudi

As an architecture/design house, what challenges

Arabia’s transformation. As architects and planners, our role

does Gensler face working on data centre projects

is to help the Kingdom translate its extraordinary vision into

specifically? How do you address those challenges?

spaces that enhance daily life, from workplaces that inspire to

TS: The primary challenge is balancing security, scalability,

cities that connect.

and design integrity. These are buildings that operate 24/7 and

TP: Gensler’s mission is simple: to create a better world

demand flawless performance. We approach them as we do any

through the power of design. In Saudi Arabia, that mission

other project, through data-driven design. Using our proprietary

has found a remarkable canvas. The projects we deliver here

tools like gPlanet and gBlox, we model resilience, energy

will shape not just skylines, but the way people live, work, and

consumption, and spatial optimisation from the earliest stages.

interact for generations to come.

MECONSTRUCTIONNEWS.COM

63

INNO 64

NOVEMBER-DECEMBER 2025

INSIDE

66 Investors invest in people, not ideas: What your PM selection says about you ⁄ 72 How the Middle East can deliver stadiums that leave long-term value ⁄ 78 Design errors in modern laboratories: Why flexibility, compliance, safety, and sustainability are fundamental ⁄ 84 Transparency is the new benchmark of sustainable construction, according to ICC MENA’s Mohamed Amer

OVATE A curated collection of reports on the latest industry ideas, trends and critical issues

MECONSTRUCTIONNEWS.COM

65

INNOVATE

66

NOVEMBER-DECEMBER 2025

Investors invest in people, not ideas When your next investor asks about your PM approach, the answer they’re listening for is whether you understand that their success and yours are inseparable says Christopher Rodia, Director at Serin

MECONSTRUCTIONNEWS.COM

67

INNOVATE When clients invest in a development, they value direct access to the people managing their interests. They appreciate being able to reach decision-makers who understand their specific risk tolerance says Rodia.

After more than 15 years delivering projects across the GCC, I’ve sat through countless developer presentations to investors. The financial models are polished. The architectural renders are stunning. The location analysis is thorough. But when the conversation turns to project management consultancy selection, I watch something interesting happen: developers treat it as a procurement decision, while investors read it as a risk signal.

Here’s what most developers miss: your PMC partner choice is one of the clearest indicators investors use to assess your sophistication and their exposure. And in Saudi Arabia’s current development landscape, where the private sector share has surged from 31% to 47% in just two years, getting this signal right matters more than ever.

WHAT YOUR PMC CHOICE SIGNALS

When a developer tells me they’ve selected a ‘top-tier global PMC firm’ for their project, I know exactly what they think they’re communicating: credibility and capability.

What I’ve learned from working with clients and institutional investors in Qatar is that they’re reading something quite different.

Brand-name PMC selection often signals “I chose the defensible option” rather than “I chose the optimal partner for this project”. It tells investors you’re optimising for cover; if things don’t go as planned, you can point to the prestigious name, rather than optimising for execution intelligence specific to your project and investor expectations.

Contrast this with developers who can articulate why their PMC partner’s regional experience or senior team accessibility makes them the right fit. That signals a developer who understands that a project’s success extends beyond completing construction – it’s about delivering an asset that meets the investment thesis.

QUESTIONS INVESTORS REALLY ASK

In my experience while helping our clients evaluate development opportunities in the region, they end up asking questions about PMC partnerships that most developers never anticipate.

“Will we actually work with the people we’re meeting, or is this the sales team?”

Investors understand the importance of consistent leadership. They’ve learned to distinguish between senior partners who pitch and the teams who execute. When a developer can clearly identify which specific individuals will manage their project, investors hear: “We’ve thought through execution accountability.” When that answer is vague, it raises questions about oversight.

“Does this PMC understand our exit strategy, or just the construction schedule?”

Sophisticated investors measure success by achieving targeted returns within their fund timelines, with certificate of completion dates as just one milestone. A PMC partner who thinks in terms of project economics and investor timelines demonstrates

68

NOVEMBER-DECEMBER 2025

“Investors increasingly value PMC partners where accountability is personal and proven systems are robust.”

CHRISTOPHER RODIA

MECONSTRUCTIONNEWS.COM

69

INNOVATE

that the developer shares this perspective. This alignment on

The construction was delivered on schedule, and the asset

what defines success creates confidence in execution decisions.

performed to plan because execution was optimised for the

“How does this PMC navigate regional relationship

investment thesis.

dynamics?” This question is particularly relevant in the Saudi

From an investor’s perspective, PMC fees typically represent

market. Investors have learned that approvals and stakeholder

3-5% of total project cost. When that PMC’s regional navigation

management require cultural fluency that credentials alone do

expertise can compress approval timelines by six months, the

not provide. When developers can explain their PMC’s track

value creation through reduced holding costs significantly

record, it materially reduces how investors see execution risk.

exceeds any fee differential. Yet the conversation often focuses on fee competition rather than execution intelligence.

STRATEGY MATTERS MORE THAN PRICE

The most effective developers I work with approach PMC

REGIONAL EXPERTISE AS COMPETITIVE EDGE

selection as a strategic decision rather than a procurement

Saudi Arabia’s development landscape presents a specific

exercise. They recognise different project types require different

opportunity right now. With Expo 2030 driving Riyadh

expertise, and matching PMC capabilities to project needs

concentration, private sector capital is flowing in, and timeline

creates better outcomes.

expectations demand precision. The premium on regional

Large institutional PMCs excel at delivering standardised

execution intelligence has become a competitive advantage.

solutions designed for scale. This makes perfect sense

Developers who understand this opportunity are asking

for government mega-projects or large-scale residential

evolved questions during PMC selection. They want to know

developments. But for boutique mixed-use projects or luxury

about recent Riyadh delivery experiences and how relationship

hospitality assets – where Saudi’s private capital is increasingly

navigation actually worked on those projects. They’re interested

flowing – bespoke thinking becomes the differentiator.

in how regional experience translates to efficient approvals and

I’ve seen projects where execution excellence meant

timeline certainty that protects investor schedules. They’re

understanding how specification decisions impact market

focused on whether senior leadership will be accessible for

positioning and how phasing strategy affects absorption rates.

decisions that affect investment returns.

70

NOVEMBER-DECEMBER 2025

Christopher Rodia is a Director at Serin.

WHEN DIRECT ACCESS MATTERS MOST

Here’s what I’ve learned from Qatar that directly applies to Saudi’s current opportunity: Investors increasingly value

PMC

partners

where

the

accountability is personal and proven systems are robust.

When

a

client

invests

in

a

development, they value direct access to the people managing their interests.

They appreciate being able to reach decision-makers who understand their specific risk tolerance. This direct relationship builds confidence that execution decisions will consider investor priorities.

This

approach

particularly

benefits mid-tier developers executing sophisticated projects, whether branded residences or boutique mixed-use developments. These projects benefit from senior attention and tailored thinking, where economic models allow for personalised service backed by proven systems.

The

developers

attracting

sophisticated capital can articulate how their PMC partnership provides both accountability and capability. Their investors understand who they’ll be working with and why those individuals’ experience matters specifically for this project type. They see how the PMC’s

developers are treating PMC selection

consider is this: what signal does your

regional intelligence translates to better

as a strategic advantage, focusing on

PMC partnership send about how you

execution outcomes.

regional expertise and senior leadership

think about investor returns?

accessibility.

They’re

attracting

When your next investor asks about

WHAT 2026 WILL REWARD

capital from sophisticated investors

your project management approach,

As Saudi Arabia’s private development

who understand that the right PMC

the answer they’re really listening

market matures and Expo 2030

partnership enhances project outcomes

for is whether you understand that

timelines start to accelerate, I actually

and signals developer quality.

their success and yours are actually

expect to see an evolution in PMC

The opportunity that every developer

selection approaches. Forward-thinking

who is raising capital in 2026 should

inseparable. And whether you’ve chosen partners who think the same way.

MECONSTRUCTIONNEWS.COM

71

INNOVATE

How the Middle East can deliver stadiums that leave longterm value Success on sports-focused projects depends on early clarity - when we are engaged from the outset, we can reduce wasteful change and support better performance throughout a stadium’s operational life writes Knight Frank MENA’s Michael Habib

72

NOVEMBER-DECEMBER 2025

MECONSTRUCTIONNEWS.COM

73

INNOVATE Sport will continue to grow in influence, and the infrastructure that enables it must be planned with long-term value in mind says Habib.

Major sporting venues occupy a significant place in the identity of a nation. They welcome the world and can serve communities for decades. They also demand considerable resources, which is why sustainability must now be a core principle of stadium development rather than a secondary consideration. The Middle East is demonstrating how this shift can be achieved by prioritising refurbishment, careful design governance and long-term operational value.

RENOVATION AS A FIRST CHOICE

In 2014, I joined the delivery work for the FIFA World Cup in Qatar and was responsible for the roof/envelope design and build package for the redevelopment of Khalifa International Stadium. The venue, originally completed a decade earlier, needed to be brought up to modern FIFA standards for the 2022 World Cup but did not need to Khalifa International Stadium needed to be brought up to modern FIFA standards for the 2022 World Cup but did not need to be replaced.

74

NOVEMBER-DECEMBER 2025

be replaced.

This decision delivered several benefits. Retaining substantial elements of the original structure avoided unnecessary carbon impacts. The project also protected

existing assets, while meeting new performance requirements.

Comfort and energy efficiency needed equal attention,

My work focused on the stadium envelope, the first thing

particularly given the region’s climate. By resolving these

spectators see and the final layer that creates the viewing

performance requirements before construction began, we were

experience in the bowl. The clarity of the design structure

able to reduce operational demand and support a smoother

determined the project’s ability to progress efficiently. Once

delivery programme.

every stakeholder understood their role and the impact of their

The experience confirmed a principle that applies

decisions, coordination strengthened, and the work accelerated.

across major venues. Sustainability improves when design, responsibilities and risks are established from day one. Early

DESIGN QUALITY DRIVES SUSTAINABILITY

alignment reduces propensity for change during construction.

A later World Cup stadium project required a different approach

Less change means lower resource use, fewer delays and more

through a full design and build contract. This gave our delivery

predictable performance once the stadium opens.

team responsibility for both the design and the final outcome.

Designers, engineers and site teams worked together from the

SUSTAINABILITY BECOMES A REGIONAL EXPECTATION

earliest stages, shaping a buildable scheme, while preserving

Across the Gulf there is a visible shift in priorities. Countries

the architectural intent.

are aligning major infrastructure decisions with wider national

MECONSTRUCTIONNEWS.COM

75

INNOVATE

Saudi Arabia’s official FIFA World Cup 2034 plans include both new and redeveloped stadiums, with upgrades to existing venues such as King Fahad Sports City Stadium.

“Major events are important milestones, yet they must support long term community value.

A stadium that functions only for a short tournament is no longer an acceptable practice.”

MICHAEL HABIB

76

NOVEMBER-DECEMBER 2025

Michael Habib, Technical Services Director, Knight Frank MENA.

commitments such as Saudi Vision 2030 and the UAE’s Net Zero 2050 initiative.

This is influencing how stadiums are procured, measured and managed.

Performance indicators now include carbon footprint over the entire lifecycle of the venue, responsible use of water and adaptive strategies that extend the operational relevance of facilities. Major events are important milestones, yet they must support long term community value. A stadium that functions only for a short tournament is no longer an acceptable practice.

One of the strongest signs of progress is the growing adoption of refurbishment as a preferred approach when feasible.

programme - there is no substitute for

that responsible stadium development

Saudi Arabia’s plans for the 2034 FIFA

disciplined planning.

can reinforce national goals, while

World Cup include several upgraded

I have found that construction

venues rather than complete rebuilds.

success depends on allocating adequate

Sport will continue to grow in

Renovation is increasingly recognised as

time to think before beginning work

influence in the region, and the

a strategic choice that supports climate

on site. When design, procurement

infrastructure that enables it must

and economic objectives.

and interfaces are fully understood,

be planned with long-term value in

According to Saudi Arabia’s official

the delivery phase becomes more

mind. By prioritising renovation where

FIFA World Cup 2034 bid materials, the

certain and considerably less resource-

possible and integrating design and

plans include both new and redeveloped

intensive. Responsible use of materials

delivery, the Middle East can ensure

stadiums, with upgrades to existing

and efficient schedules are by-products

that major venues remain relevant and

venues such as King Fahad Sports City

of good project governance.

efficient long after a single tournament

Stadium forming a core part of the strategy.

protecting environmental resources.

has passed.

SETTING A GLOBAL EXAMPLE

Success depends on early clarity. Our

Mega-events attract global attention, yet

project and development services team

FUNDAMENTALS THAT SHAPE

true achievement lies in what a venue

works directly with clients to define

DELIVERY

contributes long after the final match.

scope, responsibilities and programme

The most effective sustainability

The Middle East is creating

in a way that turns sustainability

strategies rely on fundamentals that

stadiums that can support local

ambitions into practical results. When

are sometimes overlooked. Design

communities, reduce operational costs

we are engaged from the outset, we can

must be coordinated and verified early.

and meet international sustainability

reduce wasteful change and support

Responsibilities must be clearly owned.

expectations. This progress reflects

better performance throughout a

Stakeholders must share a realistic

a practical mindset. It demonstrates

stadium’s operational life.

MECONSTRUCTIONNEWS.COM

77

INNOVATE

78

NOVEMBER-DECEMBER 2025

Design errors in modern laboratories A laboratory designed with flexibility, compliance, safety, and sustainability at its core becomes a performance multiplier as opposed to an expense writes LabSpace’s Nilesh Korgaonkar

MECONSTRUCTIONNEWS.COM

79

INNOVATE

A laboratory designed with flexibility, compliance, safety, and sustainability at its core becomes a performance multiplier as opposed to an expense, says Korgaonkar.

Laboratories across the UAE have evolved from backend support centres to strategic engines of innovation, regulation, and economic expansion within several major industries, including healthcare, forensics, food and beverage, pharmaceuticals, materials science, energy, and education.

A report from Grand View Research, reveals how the UAE's laboratory equipment market has exceptional growth potential, and is expected to reach US $1.5bn by 2027. While this surge has led to a spike in the development of such facilities, too many labs remain incapable of meeting basic requirements in their haste to deliver cutting-edge facilities.

The problem isn’t ambition, but the design. Most laboratories are often constructed or renovated based on outdated design principles without assessing future requirements. Too often stakeholders view a lab as an office fit-out rather than a highly specialised setting with stringent safety, ergonomic, and regulatory requirements.

Architects, engineers, and end users tend to coordinate in isolation, producing layouts that look good on paper but fail in practice. Yet when done right, a well-designed lab becomes an enduring asset that drives performance for years.

STARTING STRONG

For this, hiring a capable team is key, as many of the challenges can only be solved by recognising laboratories as living systems. This means involving scientists, technicians, safety officers, and facilities managers early on and factoring in their input on workflow and equipment to prevent expensive mistakes. The use of digital modelling or mock-ups to test how equipment, people, and samples will move through the area prior to starting the building process can also help.

Rigid layouts that hinder expansion, are among the most prevalent design errors of our time. Fixed benches and hardwired utilities make expansion difficult. However, mobile benches, reconfigurable casework, and overhead utility carriers allow spaces to evolve without disruption.

This adaptability is especially valuable for R&D organisations that pivot frequently or universities hosting

80

NOVEMBER-DECEMBER 2025

“Too often stakeholders view a lab as an office fit-out rather than a highly specialised setting.”

NILESH KORGAONKAR

MECONSTRUCTIONNEWS.COM

81

INNOVATE

Nilesh Korgaonkar, CEO of LabSpace, subsidiary of Centena Group.

multiple research groups, where productivity increases

Infrastructure blind spots, such as ignoring power,

dramatically when workflows are designed around how

cooling, and data requirements for future instruments, are also

technicians and scientists actually work.

potential hazards. To avoid such lapses, laboratories should

Poor workflow planning is another recurring issue. Cross-

configure their infrastructure with long-term scalability in

contamination between clean and dirty zones or long specimen

mind. Designing with flexible utility grids or modular service

travel distances can severely affect productivity. Incorporating

panels allow future upgrades to be integrated seamlessly,

GMP, GLP, ISO, and biosafety level frameworks from the outset

protecting both uptime and investment.

not only ensures compliance but also speeds up accreditation

Along with the initial capital cost, companies must also

and reduces costly rework. Future-proofing utilities is also

make sure the budget accounts for energy, maintenance,

essential. By including scalable data networks, oversized HVAC,

compliance, and operating expenses for at least decade.

and spare power, a laboratory can adopt new technologies

Institutions must combine this with a procedure for regularly

without having to halt operations.

assessing and modifying the lab design to reflect changing technological advances and regulations. All this is possible

THE IMPORTANCE OF ERGONOMICS

when collaborating with companies that offer comprehensive

Ergonomics is another significant aspect that is often

end-to-end solutions in lab design.

overlooked, despite its direct impact on accuracy and comfort.

A laboratory designed with flexibility, compliance, safety,

Controlled sample paths, clear sightlines, and adjustable

and sustainability at its core becomes a performance multiplier

workstations improve turnaround times and reduce strain.

as opposed to an expense. They safeguard employees,

For instance, in forensic and medical labs, thoughtful layouts

accelerate discovery, and grow with the company – driving

can minimise errors and speed up analysis, while in food and

innovation as and when needed. Companies that prioritise

beverage facilities where profit margins are thin, energy-

these key drivers when developing a productive facility are

efficient systems can be the decisive factor between profit

well positioned to drive value for both the organisation and

and loss.

the consumer.

82

NOVEMBER-DECEMBER 2025

INNOVATE

Transparency is the new benchmark of sustainable construction Achieving sustainable construction across the GCC is possible through increased transparency and accountability writes ICC MENA’s Mohamed Amer

84

NOVEMBER-DECEMBER 2025

MECONSTRUCTIONNEWS.COM

85

INNOVATE

From the visionary skylines of Riyadh and Dubai to the ambitious Net Zero targets of the UAE and Saudi Arabia, the Gulf Cooperation Council (GCC) is building for the future, while setting targets for the world. As GCC governments, developers and manufacturers pursue more responsible building practices, one thing is becoming increasingly clear: transparency is emerging as the foundation for credible sustainability initiatives.

In the GCC, where the pace of development is matched only by the scale of ambition, this is both a timely and essential shift.

FROM VISION TO VERIFICATION

National visions such as Saudi Arabia’s Vision 2030 and the UAE’s Net Zero 2050 Strategy have placed environmental stewardship at the heart of economic Construction companies and all relevant parties are expected to back up sustainability goals with credentials and certifications, lifecycle assessments and emissions data says Amer.

86

NOVEMBER-DECEMBER 2025

transformation. These are not symbolic gestures but structural commitments to the future.

Governments and designated demand drivers are setting measurable, time-bound targets. The UAE’s Federal Decree Law is one such example, which requires companies

Mohamed Amer, Managing Director, ICC MENA.

emitting more than or equal to 500,000t

whether the choices being made are

and measurable results. The ICC

of carbon dioxide emissions per year

achieving the desired outcomes.

family of solutions includes training

to monitor and report greenhouse gas

The International Code Council

and certification, product testing,

(GHG) emissions. Such metrics will hold

(ICC) supports the implementation

accreditation services and digital

companies accountable through verified

of compliance ecosystems based on

compliance tools that together provide an

progress, and the commitments will be

science, transparency, verifiability

integrated pathway to help construction

evidenced and enforced.

and enforceability. The International

stakeholders implement sustainability

Construction companies and all

Codes® (I-Codes) support jurisdictions

goals effectively.

relevant industry parties are expected

in adopting actionable sustainability

to back up sustainability goals with

frameworks, which provide clear

ecosystem ensures that materials,

credentials and certifications, lifecycle

guidance,

systems and processes are not only

enforceable

standards

A

comprehensive

compliance

assessments and emissions data.

Government bodies are beginning to require environmental product declarations and embodied carbon thresholds. They want to know that the buildings are both efficient and resilient.

Embedding transparency into every stage of the construction lifecycle, from design and procurement to operation and decommissioning, boosts accountability across the board and helps deliver tangible results.

SUSTAINABLE CONSTRUCTION REQUIRES MEASURABLE CHANGE

A report by the PwC network mentioned that sustainable technologies for the built environment could reduce lifecycle emissions by more than 50% in the MENA region. To address this challenge effectively, we must fundamentally transform the way we design, source, construct and operate.

Accordingly, construction material selection becomes increasingly critical, and ensuring product traceability throughout the entire supply chain should remain a top priority. Low-carbon concrete, recycled steel and bio-based alternatives are increasingly available, but without reliable, independentlyverified data, it’s impossible to know

MECONSTRUCTIONNEWS.COM

87

INNOVATE Oman, in partnership with ICC, is developing national building codes that incorporate global best practices tailored to local needs.

aligned with regulations but also verifiably safe, highperforming and sustainable throughout their lifecycle.

The UAE has implemented energy efficiency standards for buildings. Saudi Arabia is investing in Net Zero cities like

Conformity assessment bodies, such as the ICC Evaluation

NEOM. Oman, in partnership with ICC, is developing national

Service (ICC-ES), provide an essential service within the

building codes that incorporate global best practices tailored

ecosystem, providing independent verification of products’

to local needs.

performance and claims for structural, fire ratings and

The

I-Codes remain a cornerstone, offering robust

sustainability. ICC-ES supports transparency and verifiability

frameworks for material performance, energy conservation,

through evaluation reports (ESR), environmental product

water efficiency, etc. This integrated approach aims to create a

declarations (EPD) and verification of attributes reports (VAR).

cohesive and robust system that fosters the highest standards of safety, quality and innovation in the construction industry.

AN OPPORTUNITY FOR THE GCC TO SHOW REGIONAL

The buildings we construct today will stand for decades. It

READINESS

is important that transparent sustainability is embedded in the

The Gulf region has a unique opportunity to lead in transparent

entire regulatory ecosystem that governs construction. This

sustainability. With rapid urbanisation, iconic megaprojects

ecosystem must integrate up-to-date building codes, product

and growing international influence, what the GCC builds today

evaluation/certification, inspection, training and ongoing

will shape the region’s environmental future for generations.

professional development.

88

NOVEMBER-DECEMBER 2025

MECONSTRUCTIONNEWS.COM

89

A DAY IN THE LIFE

Karie Akeelah Each month Middle East Consultant (MEC) sits down with an executive from the built environment to get to know them better from a professional and personal standpoint. Through the ‘Day in the life’ focus, we learn more about their role, achievements, how they progress through their work days, how they handle stress, advice for the next generation and more. This month, MEC sits down with Karie Akeelah, Partner at Trowers and Hamlins LLP.

Share a brief about yourself and your role

I am a construction disputes Partner at the international law firm of Trowers and Hamlins LLP, which I joined in November 2019. However, I have over 19 years' experience in the construction sector, and I specialise in contentious construction matters, international arbitration and Middle East law issues.

I have been practicing in the UAE since 2008 and I have established myself as a trusted adviser to a range of private and government clients in the MENA region and internationally in arbitration, offshore litigation, adjudication and mediation. Prior to moving to the UAE, I was a disputes lawyer at a construction boutique firm in Ottawa, Canada.

In recent years, my work has focused on resolving clients' disputes in major engineering and infrastructure construction projects with complex issues. As project counsel, I work closely with clients to avoid disputes or achieve early resolution of disputes through structured negotiation, mediation, risk management and contract compliance measures. Further, being an IMI Qualified Mediator, I have a strong focus on the long-term view when advising on legal disputes: I think through the wider impact, I help anticipate challenges and address what matters most to my clients' needs, whether that be operational, commercial or wider relationship concerns.

90

NOVEMBER-DECEMBER 2025

MECONSTRUCTIONNEWS.COM

91

A DAY IN THE LIFE

In your current role what is the

plant (my client), and the offtaker. This was

procedural issues and jurisdictional

achievement you are the most

after years of negotiations, failed attempts

challenges raised by both parties due to the

proud of and why?

at starting the expert determination

complex nature of the dispute and dispute

My team and I represented a client in an ad

process, another arbitration, and an

resolution provision under the contract.

hoc arbitration which was the culmination

independent expert determination in

We anticipated and strategically

of a long-standing dispute between the

favour of my client (which led to this

responded to the opposing party's

owner and operator of a power and water

arbitration). There were also complicated

arguments and successfully defended several procedural applications and jurisdictional challenges. We were consistently astute and carried out exceptional project management skills that counteracted the opposing party's inefficient and uneconomical conduct of the arbitration.

Our efforts meant the proceedings were conducted efficiently and within the expected timeframe and costs for arbitrations of this nature. At the end of the arbitration, the Tribunal found in favour of our client on all substantive issues, awarded it all sums requested, 90% of its legal fees and 100% of the arbitration fees.

This was an unprecedent (albeit rightly deserved for my client) win of which I am very proud.

Take us through your morning ritual from the time you wake up to arriving at the office

First thing (after brushing my teeth of course), I drink my healthy water - hot water with fresh ginger pieces and a little bit of lime juice - and take my probiotic.

I then go to the gym in my building for my daily workout (30 minutes free weights, followed by 30 minutes on the bike or elliptical). If I am short on time, then I will just do 30 minutes of free weights.

Back at my apartment, I make my black coffee or green tea and start getting ready for work (shower, do hair, get dressed, do make-up) whilst listening to a podcast, Ted Talk, or audio book. I then

92

NOVEMBER-DECEMBER 2025

drive to work, and on my journey I either continue listening to

How does your day begin at the office - what does

a podcast, Ted talk or audio book, or have a catch-up call with

your first hour look like?

friends or family members abroad.

After the initial scroll through emails (and flagging and prioritising them), I sit down in our office pantry with the

Outside of being self-motivated, what drives you

head of our department to discuss practice management issues

forward and motivates you to do better?

and/or client matters over a cup of tea (or coffee if I didn't get

Being surrounded by equally driven people who have a vision

a chance to drink my morning coffee at home).

and see a purpose in what they do.

What does your lunch hour look like? How do you What is your ethos on life/work balance? How do you

spend it?

balance the two and ensure you make the most of

I tend to eat lunch late in the day (around 2:30pm or so) because

each day?

I usually find the typical lunch hours between 12 and 2 to be

'Something is better than nothing' is my general motto for life.

quiet/less distracting around the office (since everyone is busy

No one can get the work-life balance elusive goal perfectly right

having lunch), meaning I can focus on responding to emails

or maintain it at all times. Therefore, I find happiness and a sense

during that time. If I am working from home I tend to skip

of balance in being able to achieve on daily basis 'some' or 'a part'

lunch altogether, and I work through it.

of my goals, whether professional or personal (no matter how big or small, short term or long term that they may be), rather

What do you do to refocus yourself and maintain

than stress about not achieving everything that I know I need

productivity as the day progresses?

to achieve.

I need silence to be productive and maintain focus and no

MECONSTRUCTIONNEWS.COM

93

A DAY IN THE LIFE

food or snacks near me! I also need to have sufficient working

The construction industry can be quite stressful –

space around me and my double monitor screen setup when

how do you handle stress at work? What tips can you

I am drafting.

share with our readers on the healthiest way to deal

So, if there's too much noise around me (as we are in an

with stress?

open plan office), I either find an empty meeting room to do

I used to be a regular runner, and running was my stress antidote.

my reading or phone calls or use my headphones to listen to

I find exerting physical energy (be it via cardio or weights) to be

music in the background (creating white noise) to continue

a huge emotional and mental stress reliever for me. But there

working in front of my double monitors.

is also an added benefit of doing an activity that doesn't require any concentration – like cycling, running or walking, because

How do you wind down your work day? Take us

that's when I tend to think about problem solving, come-up with

through your last hour at the office?

ideas or sometimes listen to podcasts or audio books that I find

I don't wind down! I'm usually working until the last possible

beneficial for my professional and /or personal life.

second, while trying to ignore phone calls and messages from

My advice would be to find an activity that you enjoy doing

my husband asking “have you left the office yet?" and "where

and do it regularly – don't wait to 'feel stressed' to then go and

are you?".

try to reduce your stress.

94

NOVEMBER-DECEMBER 2025

How do you make big decisions for your business - take us through your process?

Usually I start with my initial research online to get as much background info as possible about the topic or issue being decided. I bounce my ideas off my CoPartner (and the head of our department) to see her perspective. I then reach out to any specialist/concerned departments in our firm to get their input and/or further information from them as required. Once both the external and internal factors have been considered, I (alone or with the assistance of others) would draft a proposal regarding the issue and desired outcome to be submitted to management for evaluation.

The key takeaways are: be informed (do your research), involve (or at least consult with) all relevant stakeholders, and set out your proposal in writing (writing it down will help you be more precise and allow you to see any gaps).

Share one aspect of your role that you like, and conversely, one aspect that you dislike

I like knowing that I have brought added value to my clients, be it with my experience and in-depth knowledge in the regional construction industry and/ or Middle East legal market. I also like knowing that I’m helping my clients deliver projects within their parameters and goals. I dislike negotiating fees.

Name a person that inspires you personally and professionally, and share two or three things that you most admire from that person and

“'Something is better than nothing' is my general motto for life. No one can get the work-life balance elusive goal perfectly right or maintain it at all times.”

try to emulate in your own life

My Co-Partner and friend, who is the

KARIE AKEELAH

MECONSTRUCTIONNEWS.COM

95

C

M

Y

CM

MY

CY

CMY

head of our department, Cheryl Cairns. She is calm and level-

Garmin Connect – an app for my fitness Garmin watch

headed in her dealings with people, considers intrinsic non-

(which I now wear all the time) that keeps track of many things,

tangible and tangible values when making decisions, and is

including my steps, workouts, sleep, etc.

always dedicated to leading a successful team and keeping meaningful personal relationships.

What’s one thing that you want to be known for personally in the construction industry?

What smartphone do you use and what are your top

That I am creative (and sometimes unconventional) when

three most used applications and why?

resolving problems. I like to think outside the box and I see

Samsung S24 FE as my personal phone and iPhone (no idea

value in challenging the status quo.

which kind) as my company phone. The top three Apps on my personal phone are: Courtney Black (CB) Workout App – I use it for my weight

What advice do you have for fresh graduates and up and comers in your own organisation?

training sessions – the app has several different trainers with

Listen, listen and listen some more, then ask questions, and

different styles and focuses (weights, cardio, pilates, yoga,

ask as many questions as you need to fully understand what

boxing). I find it better than having a personal trainer or having

you were told.

to attend several fitness studios to get different workouts!

We tend to underestimate the value of simply listening

Blinkist – I no longer have time to read books in full (or

when people speak (be it to your clients, colleagues or family/

listen to them in full), and this app gives you a great summary of

friends), and then shy away from asking questions to get to

all types of non-fiction books (usually in 10 pages or so, or 15mins

understand the full picture of what they need (rather than

audio), it also offers some podcasts – I highly recommend it!

what they want).

96

NOVEMBER-DECEMBER 2025

K

MAKING HISTORY

BY BUILDING THE FUTURE

Since 1975

eccgroup.ae