Issuu

ISSUE

SEPTEMBER 2026 FO R T H E C O N ST R U CT I O N S P EC I A L I ST

132

Focus

The imortance of sustainable growth Design

Building a climate ready city Market

Residential market in Dubai H2 2026 Management

Licensed by Dubai Development Authority

Changing demands of infrastructure

25 years of Engineering Ambition CKR’s leadership speak about the people, projects and ideas that defined its journey

Building beyond today

There are moments when the built environment becomes more than the buildings, roads and infrastructure around us. It becomes a reflection of how we respond to uncertainty. For the Middle East, this is one of those moments. For the better part of this year, resilience has been a concept discussed across the industry - something to aspire to and plan for. Today, we are beginning to see it implemented across the region. Development continues at a remarkable pace. Cities are expanding, infrastructure is being transformed and ambitious projects are reshaping how people live, work and connect. Yet this progress is unfolding against geopolitical uncertainty, shifting supply chains, energy pressures and increasingly complex demands on the built environment. In response, resilience is becoming more than a principle. It is being embedded into the way we design, engineer and deliver. We see it in infrastructure built to withstand disruption, buildings designed to adapt, and assets conceived to deliver value throughout their entire lifecycle. For consultants, architects and engineers, the question is no longer simply how quickly we can build, but how intelligently we can build for the future. This means looking beyond completion and considering how an asset will perform, adapt and continue to serve its purpose as circumstances change. In this issue, we explore the people, projects and ideas bringing this shift to life. Their work demonstrates that resilience is no longer just a vision for the future. It is becoming part of how the Middle East builds today. The challenge now is to ensure what we build today is ready for whatever comes next. Enjoy the issue.

Clayton Aldo Vallabhan Deputy Editor, ME Consultant

MECONSTRUCTIONNEWS.COM

CONTENTS

26 COVER STORY

From a boutique consultancy arriving in Dubai at the dawn of its boom to a 350-strong Multinational Engineering firm, CKR has evolved with the Middle East. As it celebrates 25 years in the region, MEC speaks to its leaders about the projects, people and ideas that defined its journey, and ahead to an even more ambitious future

SEPTEMBER 2026

INITIATE 10 Nikki Bisiker Design Studio completes African inspired villa in Tilal Al Ghaf ⁄ 12 Geopolitical uncertainty sharpens focus on construction costs across KSA and the UAE, says Compass ⁄ 14 Dewan announces two MD appointments

INTERFACE 38 Rick Hopper, MD of Mott Macdonald Middle East speaks with MEC’s Clayton Vallabhan about the company’s vision for growth, innovation and local talent ⁄ 46 NCO’s CEO Amir Hasan speaks with MEC’s Clayton Vallabhan on sustainable growth, engineering leadership and the changing demands of the UAE’s infrastructure market

INNOVATE 58 The climate ready city: Architecture of liveability by Faysal Ali, Vice President, Urban Studio EMEA, Parsons ⁄ 64 Why boomerang employees are the strongest signal of a culture built to last writes Maroun Deeb, Head of Project and Development services for MEA at JLL ⁄ 68 As part of our ‘Women in Construction’ focus, MEC sits down with Gemma Scotney, Regional Head of HR and Operations at Compass Project Consulting

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Focus

The imortance of sustainable growth Design

Building a climate ready city

Residential market in Dubai H2 2026 Management

Changing demands of infrastructure

Licensed by Dubai Development Authority

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CONSTRUCTION

SEVEN opens Seven Tabuk, its second leisure destination in the kingdom

Women in Construction: Olivia Taylor of HKA PROPERTY

Amali Properties’ Villa Avatea listed as one of Dubai’s top property transactions

CONSTRUCTION

Casagrand to develop 6m sqft of land for residential and mixed-use projects

Stability as strategy

INDUSTRY

Aramco and Maaden signs a JV to unlock mineral exploration and hard-rock mining in KSA

CONSTRUCTION

Nakheel commences handover of 892 homes at Jebel Ali Village development

SEPTEMBER 2026

Why design & build works better than traditional contracting

FEATURED NEWS

UPCOMING EVENTS

CONSULTANT

Mace Consult supporting delivery of flagship cultural complex in Oman The consultancy is providing project leadership, programme management, commercial oversight and delivery assurance, enabling efficient delivery

OCTOBER

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

CONSTRUCTION

Over 50,000 homes and US $2.72bn in contracts awarded in H1 2026 says DAMAC The developer will focus on completing its targeted 8,800-plus handovers through 2026, while mobilising newly awarded construction packages

OCTOBER

Digital Construction Summit 21 October 2026 Dubai, United Arab Emirates

INFRASTRUCTURE

RTA awards 2-contracts for Al Meydan Street Development project The project will serve a number of residential and development areas with a combined population of more than 500,000 and is scheduled for completion by the end of 2028

NOVEMBER

Real Estate Leaders Summit November 2026 Dubai, United Arab Emirates

INDUSTRY

R.Evolution expands EYWA into a longevity-led regenerative real estate brand The expansion comes as wellness real estate emerges as one of the growing sectors of the global wellness economy

NOVEMBER

Energy & Sustainability Summit 28 October 2026 Dubai, United Arab Emirates

CONSTRUCTION

KSA launches RFQ process for King Fahd Suburb Boulevard It will be developed through a PublicPrivate Partnership (PPP) under a Design, Build, Finance, Operate, Maintain and Transfer (DBFOMT) model

DECEMBER

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

MECONSTRUCTIONNEWS.COM

INITI 8

SEPTEMBER 2026

INSIDE

10 Nikki Bisiker Design Studio completes African inspired villa in Tilal Al Ghaf ⁄ 12 Geopolitical uncertainty sharpens focus on construction costs across KSA and the UAE, says Compass ⁄ 14 Dewan announces two MD appointments

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

MECONSTRUCTIONNEWS.COM

INITIATE

Nikki Bisiker Design Studio completes African inspired villa in Tilal Al Ghaf

SEPTEMBER 2026

The design of a new Elysian Mansion villa

material palette that creates a sense of

chandelier that’s made in Paris, a

in Tilal Al Ghaf, has been completed, Nikki

quiet sophistication, said a statement.

Venetian glass dining table inspired by

Bisiker Design Studio has announced.

“The beauty of this project was in

the composition of olive tree leaves and

The design studio said that the project

balancing creativity with complexity.

custom joinery detailing that reinforces

is now progressing into the interior

It was both fun and challenging to

the home’s artisanal character.

execution phase.

bring together architecture, interiors,

Outside, the landscaping draws

The milestone project is said to

landscaping and bespoke details into

on African influences, while the villa’s

reflect the studio’s expanded scope across

one cohesive story. Every space was

pool, waterways, fire pit, rooftop spaces

architecture, interiors, landscaping, FF&E,

approached as an opportunity to reflect

and private gym complete a residence

procurement and bespoke detailing. In

the family’s personality while maintaining

designed for both retreat and entertaining,

line with the expanding service offering,

an atmosphere that feels calm, elegant

the statement explained.

Nikki Bisiker Interior Design recently

and deeply connected to nature,” said

Personalisation runs through the

rebranded to Nikki Bisiker Design Studio

Nikki Bisiker, Founder of Nikki Bisiker

entire home, from black-and-white

to reflect its broader, end-to-end approach.

Design Studio.

photographic elements captured during

Taking shape within the Elysian

Throughout the villa, the design

the owners’ African travels to children’s

Mansions community, the villa features

studio is said to have translated

bedrooms shaped around individual

a basement, ground floor, first floor and

the owners lifestyle and memories

interests and fashion sense. With

rooftop, and is said to bring together

into a highly personal environment,

vintage, bohemian and artistic themes,

a calm, serene atmosphere with an

including black and white photographic

these spaces feel both functional and

eclectic design language shaped by travel,

elements captured by the homeowners

deeply personal, rounding out a home

craftsmanship and nature. The residence

themselves and integrated into the wider

that celebrates identity, storytelling

is defined by rich layers of natural wood,

interior story. The project’s standout

and a considered connection to nature,

organic textures and a soft, composed

features are said to be a dramatic 7ft

it concluded.

MECONSTRUCTIONNEWS.COM

INITIATE

Geopolitical uncertainty sharpens focus on construction costs across KSA and the UAE, says Compass 12

SEPTEMBER 2026

Project development consultancy

Saudi Arabia during H1 2026. While some

Compass Project Consulting has released

projects have experienced cost pressure

the ninth edition of its latest Construction

linked to specialist MEP equipment,

Cost Benchmark Reports for Saudi Arabia

material availability, shipping and

and the UAE, offering a current snapshot

logistics, these impacts have tended to be

of construction costs following a period

project-specific rather than market-wide.

shaped by geopolitical uncertainty across the Middle East.

The reports draw on cost data from Compass’ portfolio of more than 1,000

The first half of 2026 brought renewed

commissions across the GCC and provide

pressure across regional supply chains and

benchmark ranges for construction and

project delivery environments, creating

fit-out works across multiple asset classes.

additional scrutiny around budgeting,

“There is now even greater focus on

procurement and project viability. Against

feasibility and commercial performance,”

that backdrop, the Saudi Arabia and

said Batista. “Budgets are being scrutinised

UAE construction sectors continued to

more closely, but the appetite for moving

demonstrate strength, supported by active

projects forward remains. Activity levels

development pipelines and sustained

are still strong and a significant number

investment across key sectors.

of developments are already underway

The conflict has introduced a new layer

or committed. Rather than driving broad

of complexity for project teams. Pressure

increases in benchmark rates, the current

is being felt through volatility in key

uncertainty is generally being managed

materials and MEP equipment, including

through higher contingencies, more

aluminium and copper, alongside higher

cautious procurement strategies and

transport and insurance costs. Disruption

additional risk allowances within pricing.”

to shipping routes has also created

In the UAE, some hospitality and

program uncertainty, while increased oil

F&B projects are being re-evaluated as

and diesel prices have affected the cost of

developers respond to changing market

operating plant and site equipment.

conditions. At the same time, seasonal

“Tender returns started reflecting

maintenance programs are progressing

higher allowances for materials, transport

in-line with the summer period, while

and installation as contractors responded

larger residential and infrastructure

to uncertainty in the market,” said

developments continue to advance, with

Francisco Batista, Regional Director –

increased attention being paid to program

Commercial & Cost Management. “We saw

certainty and cost control.

similar behaviour during the early stages

“The first half of the year reinforced

of COVID-19, when visibility was limited

the value of current market intelligence,”

and pricing became more defensive.

said Hamed Aljufairi, Vice President –

As supply chains adjust and market

Operations. “Changes in supply conditions

conditions become clearer, we expect that

and procurement behaviour can quickly

position to stabilise.”

affect project assumptions. Access to

Despite the disruption, Compass has

reliable benchmark data helps teams test

not seen evidence to support a material

budgets, challenge assumptions and make

adjustment to overall benchmark rates in

decisions with greater confidence.”

MECONSTRUCTIONNEWS.COM

INITIATE

Dewan announces two MD appointments Dewan has announced 2 key Managing

His expanded remit will also support

the region, pursuing new opportunities

Director appointments as the firm

the continued integration of digital

in construction and project management,

continues to evolve its leadership structure

technologies and AI across design

and exploring how digital technologies

to support its next phase of growth across

coordination and project delivery, building

can further enhance project and

the Middle East and international markets.

on the firm’s growing use of intelligent and

site supervision.

Samer Touqan has been promoted

automated workflows.

“As Dewan continues to grow, our

to Managing Director, building on

As part of the same organisational

leadership structure must evolve alongside

his leadership of Dewan’s Projects

evolution, Dewan has established the role

the needs of our business, projects and

& Design Delivery Division and his

of Managing Director of the Construction

clients. The establishment of two key

longstanding contribution to the firm. In

Management & Supervision Division, with

revenue hubs creates clear accountability

his expanded role, Touqan will oversee

Jasim Al Khateb appointed to lead the

for project delivery, financial performance

one of Dewan’s 2 key revenue hubs, with

division in this new capacity.

and client relationships, while positioning

responsibility for successful project

Al Khateb brings more than 3 decades

the firm for its next phase of development.

delivery, financial performance and client

of industry experience across the Middle

Samer has made a significant contribution

account management.

East, including senior leadership positions

to Dewan’s success over many years, and

Touqan will continue to advance

with Parsons and AECOM. In his new role,

Jasim brings extensive regional experience

Dewan’s projects and design delivery, with

he will lead the division’s next phase of

and leadership expertise to his newly

a focus on design excellence, consistency

development, with a focus on expanding

established role,” said Ammar Al Assam,

and the evolving requirements of clients.

Dewan’s supervision capabilities across

CEO, Dewan Architects + Engineers.

SEPTEMBER 2026

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INITIATE

Dubai Residential Market Performance H2 2026 Q2 2026 marked, as expected, a notable shift following several quarters of exceptional transaction activity say experts at Savills. Residential transaction volumes moderated as buyers became increasingly selective amid rising supply, greater housing choice and ongoing regional uncertainty. Although intermittent ceasefire discussions and geopolitical developments contributed to a more measured investment environment, Dubai’s longterm market fundamentals remained firmly intact. The quarter was also characterised by several positive structural developments that reinforced long-term confidence. The approval of Dubai’s US $9.26bn Metro Gold Line is expected to support future residential growth across key development corridors, while recent enhancements to the UAE’s property-linked residency framework—including more flexible investor visa eligibility and the removal of the previous equity requirement for property-based Golden Visa applications— further strengthened Dubai’s attractiveness to international investors. In parallel, the UAE’s decision to exit OPEC+ signalled greater long-term economic flexibility and support for future growth. Against this backdrop, Q2 2026 closed with approximately 35,884 residential transactions, representing a 19% quarter- on-quarter decline. Overall market activity moderated during the quarter, with transaction volumes declining across both market segments. While the primary market continued to be supported by a high volume of developer-led registrations, these registrations likely overstated underlying sales momentum. At the same time, the secondary market recorded a more significant decline, indicating that market conditions softened more broadly during the quarter.

SEPTEMBER 2026

MECONSTRUCTIONNEWS.COM

INITIATE

DUBAI RESIDENTIAL TRANSACTION TREND Off-plan

Ready

Total Transactions

Transactions (Thousands)

Q3 2024

MACROECONOMIC OVERVIEW

2025

Q2 2026

In contrast, the ready market experienced a more pronounced

The UAE’s economic outlook has moderated since the beginning

slowdown, with transactions declining by approximately 30%

of the year, with geopolitical tensions, softer business sentiment

quarter-on-quarter and its share of total activity falling from

and disruption to regional trade weighing on activity. Oxford

27% in Q1 to 24% in Q2. That said, ready market transaction

Economics has progressively revised lower its 2026 GDP growth

volumes have remained broadly stable since March at around

forecast from 4.8% to a contraction of 1.2%, reflecting weaker trade,

2,800 transactions per month, indicating that the pace of market

tourism and supply chain activity.

adjustment may be moderating.

Despite these near-term headwinds, the medium-term

Developer registration activity was also highly concentrated,

outlook remains positive. Oxford Economics forecasts GDP

with nine projects, including Azizi Venice, Binghatti Skyflame,

growth of 6.3% in 2027 and 7.1% in 2028, supported by higher oil

Lunaya by Zaya, Creek Bay Tower, Serenz Tower, Azizi Arian,

production, resilient non-oil activity, continued government

Valencia Tower and Sobha Central, accounting for approximately

investment, the UAE’s diversified economy and business- friendly

30% of all developer registrations. As many of these projects

policy environment following its decision to exit OPEC+.

were launched in previous quarters, a significant proportion

As trade flows, travel activity and business confidence

of recorded activity reflects delayed registrations rather than

normalise, the economy is expected to return to a stronger growth

new sales. The headline 20% decline is likely to understate the

trajectory, supporting residential demand, continued investment

moderation in underlying market activity during the quarter.

and the gradual absorption of new supply over the medium term.

The same pattern was evident across both primary and secondary markets, although the pace of decline differed

QUARTER IN REVIEW – UNDERLYING MARKET

significantly. Primary market transactions declined by

TRENDS CONTINUE TO EMERGE

approximately 16% quarter-on-quarter, while secondary

Transaction activity moderated during Q2 2026, with total

transactions contracted by around 29%, indicating that the

residential transactions declining by approximately 19% quarter-

current market adjustment has been concentrated within the

on-quarter. Despite a significant slowdown in new project

resale segment.

launches, the off-plan market accounted for 76% of all residential

Secondary ready transactions accounted for 23% of total

transactions, up from 73% in Q1 2026. This was partly supported

activity in January but declined to around 19% in March before

by the continued registration of off-plan sales agreed in previous

recovering marginally to 21% in June. In contrast, the primary

quarters, reflecting the inherent lag between sale execution and

off-plan segment remained broadly stable, representing 67% of

government registration.

transactions in January, 72% in March and 69% in June.

SEPTEMBER 2026

TRANSACTION VOLUMES BY SALES SEQUENCE Primary

Secondary

Total Transactions

Mar

Apr

Transactions (Thousands)

Jan

Feb

May

Jun

2026

This suggests that while buyer activity in the resale market has

underlying pricing adjustments of approximately 5–7% during

moderated, primary market transaction volumes have remained

the quarter, with selected locations recording declines of up to

comparatively stable. However, this stability has been supported

10%. This suggests that the moderation in market pricing was

by developer registrations and delayed recording of earlier sales

more pronounced than implied by the headline DLD averages.

rather than sustained momentum in new project launches.

Despite the quarterly correction, average prices remain above Q2

The mortgage segment further reinforces this trend, with

Sources: DLD, Savills Research

mortgage-backed transactions declining from 1,888 in January

2025 levels, with apartments up approximately 1.9% year-on-year and villas/townhouses approximately 8.5% higher.

and 1,519 in March to 1,247 in June. This represents a reduction

Pricing performance has become increasingly fragmented,

of approximately 34% from January levels (or 18% from March),

driven by local supply dynamics and handover activity. Since

indicating a notable slowdown in mortgage activity. Given that

February 2026, communities such as Dubai Hills Estate and

mortgage transactions are closely associated with end-user

Arabian Ranches 3, where significant new supply has recently

demand, the trend suggests a more cautious approach among

entered or is approaching the market, have recorded price

owner-occupiers, particularly within the ready residential market.

adjustments of around 10% for comparable properties. In contrast,

From a pricing standpoint, average residential rates per

more supply-constrained communities such as Reem Mira have

sqf. moderated quarter-on-quarter during Q2 2026 following the

remained relatively resilient, highlighting the growing divergence

peak recorded in Q1. Based on DLD transaction data, apartment

in pricing performance across Dubai’s residential market.

prices averaged US $534 per sqft, down from US $556 in Q1

Valuation instruction volumes reflected a notable shift in

2026 (approximately -4.0% quarter-on- quarter), while villa and

market activity over the course of the quarter. Following a subdued

townhouse prices eased marginally to US $448 per sqft, compared

start to the quarter, activity recovered through May and June,

with US $552 in Q1 (approximately -0.8% quarter- on-quarter).

driven primarily by refinancing-related valuations. Refinancing

While the DLD averages provide a useful indication of market

instructions increased from approximately 30% of total valuation

direction, they are influenced by transaction mix and registration

volumes historically to around 70% by quarter-end, while sale-

timing. Our internal like-for-like analysis therefore provides

related instructions declined to 30%. This trend provides further

additional insight into underlying pricing movements, as they can

evidence of a more cautious transaction environment, with many

be influenced by changes in the mix of properties transacting and

existing owners choosing to optimise financing arrangements

the timing of transaction registrations. Our internal analysis of

rather than dispose of assets. The increase in refinancing activity

more than 500 like-for-like residential transactions—comparing

also suggests continued confidence in the market’s longer-term

similar units within the same developments—indicates

prospects rather than widespread financial distress.

MECONSTRUCTIONNEWS.COM

INITIATE

AVERAGE RATE PER SQ FT TREND Apartment

Villa/Townhouse

2000

AED/sq ft

1600 1200 800 400 Q1

2024

2025

Q2 2026

RENTAL MARKET ENTERS A REBALANCING PHASE

from serviced apartments and short-term rental products. ICP

Dubai’s residential leasing market entered a rebalancing phase

data indicates that new residence permit issuances declined by

during Q2 2026, with annual lease registrations recorded through

approximately 15% quarter-on-quarter, consistent with softer

the Ejari system declining by approximately 22% quarter-on-

employment growth and fewer new employment-related arrivals.

quarter. Both new lease registrations and renewals fell at a similar

As many newly issued residence permits are employment-

pace, while the market composition remained broadly unchanged

related and typically translate into new leasing demand, this is

at 35% new leases and 65% renewals.

likely to have contributed to weaker Ejari registrations during

Rental rates across a sample of major residential communities

Q2 2026. Although market performance continues to vary by

declined by an average of 8–10%, with the largest adjustments

community, landlords are operating in a more competitive leasing

occurring in locations experiencing significant new supply.

environment for occupiers, resulting in more realistic pricing and

Whilst part of the moderation reflects normal seasonal trends,

a gradual rebalancing of the residential leasing market.

it also indicates a more competitive leasing environment following several years of sustained rental growth.

SUPPLY

The moderation in rental levels was driven by increasing

Launch activity moderated significantly during Q2 2026, with

residential supply, greater tenant choice and growing competition

approximately 5,335 residential units introduced across a limited

SUPPLY BREAKDOWN BY LAUNCH YEAR Apartments

Villas

Units (Thousands)

200 160 120 80 40

2021

SEPTEMBER 2026

2022

2023

2024

2025

2026

RENTAL TRANSACTION VOLUMES

Transactions (Thousands)

New

Renewed

Total Transactions

200 160 120 80 40 Q1

2025

Q2 2026

number of projects, compared with over 45,000 units launched in

the highest quarterly delivery volume in recent years. Apartments

Q1. Developers adopted a more selective and phased release strategy

accounted for approximately 17,400 units (64%), while 9,900 villas

amid moderating market conditions, with launches including Faro

and townhouses (36%) were delivered, substantially increasing the

by Emaar, Enchante by Grid in Dubai South and Cheval Residences

volume of ready residential stock. Notably, villa and townhouse

Dubai Islands, alongside several boutique developments.

handovers reached an unusually elevated level this quarter,

Despite the lower launch volumes, Emaar announced a

marking one of the strongest quarterly delivery volumes for this

transformational AED 200 billion master-planned development

segment in recent years and contributing to a broader increase

spanning approximately 4.5 million sq m and designed to

in the availability of ready family housing. Major completions

accommodate around 150,000 residents. While delivery will

during the quarter included LUCE on Palm Jumeirah, St. Regis

take place over the coming years, the announcement highlights

The Residences, Financial Centre Road, Castleton at Central Park,

developers’ continued commitment to large-scale, master-

Sunridge by Emaar, Raya Townhouses and The Valley – Elora,

planned communities despite a more measured pace of launches

alongside projects such as DAMAC Lagoons – Costa Brava 2,

during the quarter.

Belmont Residences and Thyme.

Residential handovers accelerated significantly during Q2

The significant increase in completions is expected to

2026, with approximately 27,300 units completed, representing

improve buyer choice while contributing to greater pricing

DUBAI HANDOVER BY QUARTER Apartments

Villas

Units (Thousands)

25 20 15 10 5 Q1 2025

Q2 2025

Q3 2025

Q4 2025

Q1 2026

Q2 2026

MECONSTRUCTIONNEWS.COM

INITIATE

differentiation in communities experiencing elevated levels

demand growth. Nevertheless, the UAE’s structural demand

of new supply.

drivers—including inward migration, infrastructure investment

While handover activity remained healthy during Q2,

and residency reforms—remain supportive, while Oxford

developers have increasingly postponed the launch of new

Economics expects economic growth to recover strongly in

projects and extended delivery timelines for upcoming

2027 and 2028 following a softer 2026 outlook.

developments. Projects that were previously expected to be

At the same time, a substantial residential supply pipeline

completed within approximately three years are now generally

remains under development. However, developers are

anticipated to be delivered over a four-year horizon. This staggered

increasingly extending delivery timelines, while new project

delivery profile should help distribute future supply over a longer

launches have moderated, helping to stagger the release of

period, reducing near-term absorption pressure and supporting

future supply and ease near-term absorption pressure. Together,

a more balanced market over the medium term.

these trends are expected to support a more balanced supplydemand environment over the medium term.

OUTLOOK

Against this backdrop, Dubai’s residential market is expected

Following several years of rapid expansion, UAE population

to transition into a period of normalisation, characterised by

growth is forecast to moderate from 4.1% in 2022 to approximately

moderating transaction activity, elevated handover volumes

2.0% in 2026, resulting in a more measured pace of residential

and increasingly selective buyer behaviour. Pricing performance is expected to become more localised, although values are likely to remain broadly resilient overall.

“The significant increase in completions is expected to improve buyer choice while contributing to greater pricing differentiation.”

while apartment-led markets with a higher concentration of new supply may experience greater pricing differentiation and moderation in rental performance. The rise in refinancing-related valuation activity relative to outright sales suggests that many existing owners remain confident in the market’s long-term fundamentals, choosing to refinance rather than sell. Looking ahead, market performance will depend on the pace of demand absorption, the timing of future project deliveries and the resilience of buyer sentiment as the market transitions towards a more sustainable phase of growth.

SAVILLS

Prime and well-located assets are expected to outperform,

SEPTEMBER 2026

INTER 24

SEPTEMBER 2026

INSIDE

26 From a boutique consultancy arriving in Dubai at the dawn of its boom to a 350-strong Multinational Engineering firm, CKR has evolved with the Middle East. As it celebrates 25 years in the region, MEC speaks to its leaders about the projects, people and ideas that defined its journey, and ahead to an even more ambitious future ⁄ 38 Rick Hopper, MD of Mott Macdonald Middle East speaks with MEC’s Clayton Vallabhan about the company’s vision for growth, innovation and local talent ⁄ 46 NCO’s CEO Amir Hasan speaks with MEC’s Clayton Vallabhan on sustainable growth, engineering leadership and the changing demands of the UAE’s infrastructure market

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

MECONSTRUCTIONNEWS.COM

INTERFACE

CKR: 25 Years of Engineering Ambition From a boutique consultancy arriving in Dubai at the dawn of its boom to a 350-strong Multinational Engineering firm, CKR has evolved with the Middle East. As it celebrates 25 years in the region, MEC speaks to its leaders about the projects, people and ideas that defined its journey, and ahead to an even more ambitious future

SEPTEMBER 2026

MECONSTRUCTIONNEWS.COM

INTERFACE

There is a particular kind of confidence that comes from having watched a city reinvent itself. Approximately 25 years ago, Dubai was already ambitious, but the transformation that would make it one of the world’s most recognisable cities was still gathering pace. For a 19 years young engineering consultancy arriving from Johannesburg at that time, the opportunity was significant, but so was the uncertainty. Today, CKR has a total legacy of 44 years and is a business of more than 350 people operating across multiple countries,

“Even though we’ve grown, and today we’re more than 350 people across multiple countries, we’ve retained that intimate flavour.”

with expertise spanning electrical, mechanical, civil, structural, high-voltage engineering, ICT, ELV, Security, Smart Buildings,

STEFANO RICCARDI

BIM and technology services. Its portfolio covers hospitality, retail, commercial, industrial, residential, healthcare and public infrastructure, with data centres and power infrastructure becoming an increasingly more important portfolio. Yet the company’s leadership stresses that growth has never been the objective in isolation. The philosophy that brought CKR

“It’s been a fascinating journey,” says Stefano Riccardi, CEO and Managing Partner. “When I first came to Dubai, I came with Mike Berry, and we were fortunate to arrive at what was, let’s call it, the beginning of the boom in Dubai.”

to the Middle East, technical expertise combined with personal,

The first opportunity was Royal Mirage Phase II. From there

accessible client service, remains at the heart of the business.

came Madinat Jumeirah, followed by projects across Abu Dhabi, Oman, Kuwait and Saudi Arabia. Involvement in some of the region’s most ambitious developments helped establish CKR’s

Stefano Riccardi, CEO and Managing Partner, CKR.

reputation and provided a platform for international expansion. “That was the massive injection we needed as a business to get off the ground,” Riccardi says. “From there, the rest was almost history. We’ve been involved in some incredible projects.” RIDING THE DUBAI WAVE

CKR’s Dubai story began in 2001, as the emirate positioned itself as a global destination for business, tourism and investment. For Mike Berry, COO and Partner, the early years were characterised by an almost relentless stream of work. “We came here in 2001, and the projects just kept coming,” he recalls. “We were awarded more and more projects, including some significant developments on the Palm, and the future was looking very positive.” Madinat

Jumeirah

was

particularly

significant. The development demanded a broad range of engineering and technology expertise at a time when systems within major

SEPTEMBER 2026

hospitality projects were becoming increasingly sophisticated. For a consultancy that was still relatively small, the scale was extraordinary.

While dealing with projects like Madinat Jumeirah and One & Only, CKR learned the importance of combining disciplines and technologies rather than treating them as isolated services.

Berry describes Madinat Jumeirah and One & Only as projects that remain particularly close to his heart. “When you consider the scale of Madinat Jumeirah and the

COVID-19 presented a different challenge, but it also

fact that we were still a relatively small, boutique engineering

accelerated a technological transformation CKR had already

consultancy, the opportunity to deliver something of that size

begun. Remote working, cloud-based collaboration and

was remarkable,” he says.

digital engineering became essential. For a company already

The experience also established an approach that would

accustomed to sharing expertise across geographical

become increasingly important to CKR: combining disciplines

boundaries, the transition was perhaps less disruptive than

and technologies rather than treating them as isolated services.

it might have been.

That integrated model would eventually become one of the foundations of the company’s One CKR philosophy.

“In fact, the first projects we did in Dubai actually commenced from South Africa, where they were being designed,” Riccardi explains. “That interaction between different countries and

BUILDING RESILIENCE

different branches within the wider business became second

The financial crisis of 2009 was a defining moment for Dubai —

nature to us without us even realising it.”

and for businesses operating in the emirate. For CKR, the impact was substantial, but major projects helped the company weather the storm.

The experience also demonstrated the potential of CKR’s Indian operation. Berry says COVID “really pushed our Indian office forward”.

The experience proved formative. “I think that gave us the

“From a small office, we suddenly realised that we could

confidence to tackle any crises that followed,” he says. “We tend

use that resource much more effectively,” he says. “That

to come out stronger every time we get to the other side.”

has grown into a significant operation that now services all

MECONSTRUCTIONNEWS.COM

INTERFACE Anil Menon, CSO and Partner, CKR.

“When we started, clients wanted to talk to the boss,” says Riccardi. “They wanted to talk to the directors. They wanted to be able to speak to someone who had probably lived and done it all.” That principle has survived despite the company’s growth. “Even though we’ve grown, and today we’re more than 350 people across multiple countries, we’ve retained that intimate flavour,” he says. “We’re still approachable, we’re still involved in projects, and that has helped us enormously.” Anil Menon, CSO and Partner, describes the philosophy in similar terms. “We’re engineers and we do what we do with passion,” he says. “We run the business professionally, but also with passion, and we can be as small or as large as our clients need us to be.” That could mean delivering engineering

“We’re engineers and we do what we do with passion.” ANIL MENON

services for a small retail unit of around 45 square metres or contributing to an integrated complex approaching 800,000 square metres. “We can be both,” Menon says. “I think that’s one of the strengths we bring to any crisis or opportunities.” TECHNOLOGY: SOLUTION OR COMPLICATION?

Engineering technology has changed dramatically since CKR of our offices, providing engineering expertise as well as BIM production.” For CKR, technology had caught up with the way the business had been working for years. “It streamlined the process and ultimately led us to create One CKR, our global setup,” Riccardi says. “It was a

arrived in Dubai. The company’s engineers have moved from tracing paper and T-squares to CAD and then BIM. Today, AI, IoT, digital twins, smart-building technologies and increasingly sophisticated data environments are reshaping the profession again. But Menon argues that more technology does not

natural progression.”

automatically mean better design.

FROM BOUTIQUE CONSULTANCY TO ONE CKR

exists. The complication comes when technology is adopted

One CKR is less about creating a traditional corporate hierarchy

too quickly. Sometimes the complexity is actually the result of

and more about connecting expertise. The ambition is to make

an overuse of technology.”

“More often than not, the ingenuity in engineering still

the knowledge held across different offices and disciplines available to clients regardless of where a project is located. “We’ve got all these experts across our business,” says Riccardi. “We’re constantly talking to each other, but we’ve never really leveraged that expertise to the extent we could.” The challenge is achieving greater scale without losing the personal approach that has defined CKR from its earliest days.

SEPTEMBER 2026

His preferred approach is hybrid. Technology should enhance communication and design rather than replace the human interaction that underpins good engineering. “In the initial stages of a concept or scheme, there can be more conversation between the stakeholders — interior designers, client representatives, operators and others — around the design intent and strategies,” says Menon.

“We came here in 2001, and the projects just kept coming.” MIKE BERRY

“Today, people have all these devices and applications to

FROM HOSPITALITY TO DATA CENTRES

communicate, yet they sometimes communicate less. In the old

Perhaps the clearest example of CKR’s ability to transfer

days, we probably communicated better without the devices.

expertise between sectors is its growing data centre business.

So is technology actually a better communication tool? That’s a big question.”

The company’s experience in high-end hospitality has proved unexpectedly valuable.

For CKR, the answer is not to reject technology, but to ensure that it serves the people using it.

“In a smart building, security is obviously a major consideration,” says Riccardi. “You then have the BMS, controls and fire and life safety, with all these systems needing

THE SMART-BUILDING OPPORTUNITY

That philosophy is particularly relevant as buildings become increasingly connected.

to communicate.” Those same principles are fundamental to data centres, where the consequences of failure are magnified.

CKR’s combination of conventional MEP engineering with

Data centres require resilient power infrastructure,

ICT, AV, Security and ELV expertise gives it a strong position in

sophisticated cooling, controls, security, connectivity and

the smart-building market.

increasingly complex electrical networks. As AI drives demand

“Buildings are becoming smarter,” says Menon. “But with the advent of IoT and micro-level controllers, we’re also seeing a proliferation of systems that can sometimes operate in silos.”

Mike Berry, COO and Partner, CKR.

The challenge is no longer simply installing individual systems. It is making them work together. “To achieve true system integration, almost like an airport master-systems-integration strategy where everything communicates with everything else, is challenging because buildings are often designed in a siloed way,” he says. CKR sees an opportunity to bring greater integration to buildings, but connectivity also creates new vulnerabilities. “When you connect all these systems together, you need a zero-trust strategy,” Menon says. “Cybersecurity within buildings is becoming a reality, and it’s something people need to talk about more.” For

engineering

consultancy

increasingly operating at the intersection of physical infrastructure and digital technology, cybersecurity is therefore becoming part of the engineering conversation.

MECONSTRUCTIONNEWS.COM

INTERFACE The booming data centre business showed CKR the importance of extremely resilient power infrastructure, which is why the consultancy brought in high voltage expertise into its wider business.

for computing capacity, those requirements are becoming more demanding still. CKR has responded by bringing high-voltage expertise into the wider business. Alberto Riccardi, Managing Director (Africa) and Partner, joined CKR after running a separate high-voltage business that

the amount of power required by data centres,” Alberto says. “If you want to build a data centre, you end up needing to put a significant amount of power back into the grid.” The implication is significant: the data centre boom is not simply an ICT story. It is becoming an energy and infrastructure story.

was subsequently incorporated into the consultancy. “The data centre business required the complete loop, from

ENGINEERING ACROSS BORDERS

the connection to the network through to the local networks,”

CKR’s international expansion has taught the business that

he explains. “We brought the high-voltage capability into

engineering solutions cannot simply be copied from one

the business.”

country to another.

The move has opened opportunities beyond the Middle East.

The fundamentals may be universal, but regulations,

“We’re finding that, particularly in Italy, there is a significant

infrastructure, culture, geography and history all influence

market for our services, not only in data centres but also in

how a project should be delivered.

high voltage,” he says. Saudi Arabia is another major focus, while renewable energy is becoming an increasingly important part of the equation. “In Europe and other parts of the world, we’re finding that green initiatives and large networks sometimes can’t provide

SEPTEMBER 2026

“Large parts of Europe are at a very advanced level, particularly in the Tier 1 markets,” says Riccardi. “From a data sovereignty perspective and in terms of the growth of data centres, some European markets are very much where the Middle East is today.”

Elsewhere, historic buildings, archaeology, zoning and regulation can make projects more complicated. “Does that make it insurmountable? No,” Riccardi says. “It’s about understanding where you’re operating, understanding the legislative requirements and understanding who the right people are to speak to.” The same lesson was learned in Africa. When CKR began working on data centres in South Africa during the period of load shedding, the challenge was not simply designing a

“If you want to build a data centre, you can end up needing to put a significant amount of power back into the grid.”

building. It was finding an engineering solution to a constrained national grid.

ALBERTO RICCARDI

“We managed to get through it by doing the right things: bringing renewable energy into the equation and upgrading transmission lines where necessary because of constrained

hospitality, mixed-use development, smart infrastructure and

capacity,” Riccardi says.

high-performance buildings.

That experience is now relevant in Europe and the Middle

CKR has been both a beneficiary and a contributor to that

East, where grid capacity is increasingly becoming a decisive

evolution. Its willingness to adopt emerging technologies has

factor for large developments.

also played a role.

“Ultimately, everything is a problem and we need

Menon recalls projects where CKR used free-space

to find a solution,” he says. “These are simply different

optics and radio-frequency backup to connect developments

engineering solutions.”

where conventional infrastructure was constrained by

The philosophy has also shaped CKR’s work across Africa, where levels of development can vary dramatically between markets. Riccardi recalls working in countries where shopping centres were still a novelty. “I remember when we installed an escalator in a shopping mall and children were brought in by teachers to learn how to

right-of-way limitations. “We never shy away from the future, but we also don’t want projects to become guinea pigs,” he says. “We make sure we bring in the best available technology, while understanding what is still in research and development.” That distinction — between being progressive and simply being fashionable — is central to the company’s approach.

use it,” he says. The story illustrates a wider point: what is obvious in one market can be entirely new in another. “If you take that mentality forward, it makes it easier to do

THE PEOPLE BEHIND THE GROWTH

For all the discussion of technology, data centres and global expansion, the CKR leadership team repeatedly returns to one

business,” he says.

subject: people.

BRINGING THE ‘DUBAI MODEL’ ABROAD

recruitment and development of the right individuals.

The company’s growth, they argue, has always followed the The reverse is also true. CKR increasingly finds that expertise developed in the UAE is being sought elsewhere. Menon points to a refurbishment project at a super luxury hotel in Addis Ababa as an example. “The client told us they wanted the ‘Dubai model’ and that, as long as we could comply with UAE fire and life-safety standards and bring Dubai’s pace, they would be very happy,” he says. Over the past 2 decades, Dubai has become a reference point for

Leopoldo Gambale, CFO and Partner, describes the company’s culture as one of its greatest strengths. “When I joined the business, I think we were around 30 people,” he says. “We’ve maintained that personal touch from when we were 30 people to now, with more than 350 people, and we’ve grown the business tenfold.” The objective is not to replace that culture with corporate structure as the business gets bigger.

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INTERFACE

“Ultimately, everything is a problem and we need to find a solution. These are simply different engineering solutions.” ALBERTO RICCARDI

“We always say that we’re a family business with structure,” Gambale says. “That has been one of our successes.” For Menon, the emphasis is on empowerment. “Leadership is an action, not a title,” he says. “Everyone can be a leader because everyone can influence.”

THE NEXT 25 YEARS

The next phase of CKR’s story is likely to be shaped by many of the forces reshaping the wider built environment. Data centres will continue to expand. AI will increase demand for power and digital infrastructure.

That applies from interns through to senior partners. The

Buildings will become more connected. Cybersecurity

company wants young engineers to understand that joining

will become increasingly important. Electrification will

CKR does not mean simply following instructions.

place additional demands on existing networks, while

“We tell them: ‘I’ve got lots to give, but don’t come with a blank-sheet attitude. You can contribute,’” says Menon. It also explains why senior leadership remains directly involved in projects. “We’re engineers at heart,” says Berry.

renewable energy will become a more integral part of the infrastructure solution. CKR believes its integrated engineering model puts it in a strong position to respond.

THE POWER OF BEING TOGETHER

The One CKR initiative has also highlighted the importance of relationships within the organisation itself. Last year, senior leaders gathered in South Africa, initially at a game lodge and subsequently with a wider group of partners at Sun City. The purpose was not simply strategic planning, it was to share ideas across our regions. “We realised that we enjoyed each other’s company,” Riccardi says of the first gathering. More importantly, the leadership team realised that regular interaction could help solve problems faster and create opportunities to share expertise. “We realised that we needed to talk to each other more often because we learn a lot from one another,” he says. “You get energy from those conversations.” “Problems that arise in one office are often problems that someone elsewhere in the business has already solved,” Riccardi says. “That has been a huge help to all of us.” The emphasis on connection reflects the wider philosophy behind One CKR: technology can connect people, but relationships determine how effectively knowledge is shared.

SEPTEMBER 2026

Alberto Riccardi, Managing Director (Africa) and Partner, CKR.

Leopoldo Gambale, CFO and Partner, CKR.

But Riccardi is cautious about suggesting that the company has reached its destination. “There are certainly opportunities we’re exploring as we look to grow the business further,” he says. “For now, our major focus is on doing what we already do, but doing it better.” While CKR has changed considerably since two engineers arrived in Dubai in 2001, the underlying philosophy remains remarkably consistent. Clients should still be able to reach the people making the decisions. Engineers should still be involved in engineering. Technology should be used to solve problems rather than create them. And expertise should be shared across borders. Perhaps most importantly, the company wants growth to remain personal. “We never want to lose that,” says Gambale. “The family and personal touch will never go away.” For Riccardi, the best measure of that culture is not a particular project or award. It is what happens when the next generation begins to take ownership. He describes it using an unlikely analogy for an engineering consultancy: a World Cup moment.

“We always say that we’re a family business with structure.” LEOPOLDO GAMBALE

“I was once asked by a junior engineer, ‘Stef, what’s your World Cup moment?’” he recalls. “Initially, I thought we don’t have World Cup moments in engineering. You just keep going.” But then he reconsidered. A World Cup is not simply the final match. It is the years of training, setbacks, incremental improvements and collective effort required to reach the biggest stage. “That’s how I now look at CKR,” he says. “We do have World Cup moments.” Opening an office in Italy is one. Creating One CKR is another. Celebrating 25 years in the Middle East is another. But one moment stands out above all. “At our 25th anniversary celebration, one of our young engineers stood up and jokingly spoke about office politics, making fun of the classic engineering culture,” Riccardi recalls.

“Seeing our people come forward, showing that kind of confidence and bravery, bringing the business to the next level and empowering young people to grow, those are my World Cup moments.” Nearly 25 years after arriving in Dubai, CKR is therefore looking ahead rather than looking back. The projects will get bigger. The technology will become more sophisticated. The energy challenge will become more complex. The company’s international footprint will continue to expand. The fundamentals, however, will remain the same: engineering expertise, personal relationships, a willingness to adapt and, above all, people prepared to take responsibility for the future. As Riccardi puts it: “We never shy away from the future.”

“It was brave, but everyone appreciated it. We all walked away

For a company that arrived in Dubai at the beginning of one

thinking that was something special.” For him, that is what a

of the world’s great urban transformations, it is an appropriate

World Cup moment looks like.

philosophy for the next 25 years.

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INTERFACE

SEPTEMBER 2026

Engineering the Middle East’s Next Chapter Rick Hopper, Managing Director of Mott MacDonald Middle East speaks with MEC’s Clayton Vallabhan about the company’s vision for growth, innovation and local talent

The Middle East is undergoing a transformation in the way

“Growth for us isn’t always about headcount; it’s really about

infrastructure is planned, designed and delivered. Across the Gulf,

strengthening our incumbency and getting closer to our clients,”

ambitious national development strategies are driving investment

explains Hopper.

in transport, aviation, energy, water, rail, and land development.

That strategy is particularly evident in Saudi Arabia, where

At the same time, engineering and consultancy firms are

the company has rapidly expanded its local presence. While

being challenged to deliver projects faster, more sustainably and

Mott MacDonald has been working in the Kingdom since the

with greater levels of local expertise.

1960s, its Saudi operation has entered a new phase following the

For Mott MacDonald, the opportunity is not simply about

establishment of a wholly owned entity.

growing its regional footprint. It is about building long-term relationships, strengthening local capability and ensuring that

BUILDING A LONG-TERM PRESENCE IN SAUDI ARABIA

the company can support clients from the earliest stages of

Mott MacDonald’s history in Saudi Arabia stretches back decades.

project development through to delivery.

Like many international companies, its earlier work in the

Rick Hopper, Mott MacDonald’s MD for Middle East says the company’s approach is centred on sustainable growth rather than expansion for its own sake. “For us, it’s really about sustainable growth,” he says. “We’ve got some great partnerships with our clients, so it’s about becoming even more embedded in the markets we’re already in,” Hopper says. Hopper argues that growth should not be measured purely by headcount. Instead, Mott MacDonald is looking to deepen its relationships with clients and become increasingly established in the markets where it operates.

Kingdom was conducted through a joint venture structure. “There’s a bit of history there,” Hopper explains. “We’ve been doing work in Saudi Arabia since the 1960s, but that was under a joint venture partnership, as was the case for many international companies.” The evolution of the Saudi business environment, alongside Vision 2030 and changes that have enabled international businesses to operate more directly in the Kingdom, created the conditions for Mott MacDonald to establish its own entity. “We established that in 2022 and kicked it off formally in 2023,” says Hopper.

MECONSTRUCTIONNEWS.COM

INTERFACE The Middle East's development is not limited to giga-projects; there are many other projects too that contribute to its transformation.

The scale of expansion since then

“It’s really about being close to our

has been striking. The company initially

clients and helping them with the early

operated from 2 small offices, which

challenges they have when conceiving

Hopper jokes were “about the size of a small

projects, but also seeing those projects

kitchen”. Those premises quickly became

through to completion. That can really

insufficient, with the business soon

only be achieved by being local,” he says.

requiring space for 40 to 50 employees.

Mott MacDonald has also established

Within a year and a half, that space

its regional headquarters in Saudi Arabia,

had also been outgrown. The company

further reinforcing its commitment to

subsequently moved into a larger

the Kingdom.

facility with capacity for approximately 140 people.

“We’ve made that investment because it shows our commitment to our clients

The growth of the workforce reflects the wider expansion of the

— that we’re here and aligned with what they’re trying to achieve,” Hopper adds.

business. Hopper says that 3 years ago

That alignment, he believes, is central

Mott MacDonald had just 3 people on

to creating value in a market undergoing

the ground in Saudi Arabia. Today, it is

such rapid transformation.

approaching 100.

“Adapting like that, understanding

But this expansion goes beyond numbers.

For

Mott

what these nations are trying to achieve

MacDonald,

and supporting them through that process

establishing a substantial local presence

is where you’re going to see the most

is about being close enough to clients to

value,” he remarks.

understand their needs and contribute throughout the project lifecycle. “We’ve really shaped this business to

For Hopper, the reward is not simply commercial. It also comes from seeing regional teams develop and integrate.

fit our clients’ needs,” Hopper says. “That means building local talent.” More than half of the company’s

AVIATION, TRANSPORT, ENERGY AND WATER

Saudi workforce is now made up of Saudi

The sectors offering the greatest

nationals, a figure Hopper describes as a

opportunities are, perhaps unsurprisingly,

“fantastic success story”.

those already receiving significant investment across the Gulf.

SUPPORTING VISION 2030

“Thankfully, the sectors where we see

THROUGH LOCAL CAPABILITY

the best opportunities are sectors that

The emphasis on local talent reflects a

we’ve already been investing in, transport

wider shift taking place across the Gulf.

and aviation, and for sure energy and

As national development programmes

water.” Hopper explains.

move from strategy into delivery,

Aviation is particularly significant

international expertise increasingly needs

because of its relationship with broader

to be combined with local knowledge

economic development. Hopper points to

and capability.

the growth of Emirates and Etihad and the

For Hopper, being local is essential to achieving that.

SEPTEMBER 2026

impact that major national carriers have had on tourism, trade and connectivity.

“We’ve really shaped this business to fit our clients’ needs. That means building local talent.” RICK HOPPER

MECONSTRUCTIONNEWS.COM

INTERFACE

“Given the recent challenges in the region, the resilience that will be required around energy and water, and the interconnectivity between them, will be increasingly important,” Hopper says. Cross-border energy networks and GCC grid connectivity are likely to remain areas of investment, while rail connectivity is another major opportunity. “That further push towards rail interconnectivity will be a great opportunity for everyone,” he remarks. PREPARING FOR AN ERA OF MAJOR PROJECTS

The scale of development in the region is also changing what constitutes a major project. Hopper points out that the Middle East’s transformation is not limited to the high-profile giga-projects. “If you take the giga-projects out of it, even run-of-the-mill projects are now major projects in the Middle East,” he says. That creates

new demands

for

engineering consultancies. Rather than simply responding to defined project requirements, firms increasingly need to engage with clients at the earliest stages, helping them determine how ambitious programmes can be delivered. “We’ve seen that investment happening around the region. That brings growth, tourism and trade.” he says.

"The biggest opportunities often start long before detailed design. We help clients shape the vision, bring the

Mott MacDonald has responded by strengthening its

right infrastructure and services together, and guide projects

aviation leadership capability, bringing senior expertise from

from due diligence and land development planning through

its global operations into the Middle East. Hopper notes that

to delivery,” he explains. “Our investment is about making sure

one of the individuals brought into the regional business played

we have the right people and the right skills to align ourselves

a role in the development and growth of aviation in the UAE,

with those client needs.”

over almost 20 years, with significant roles at Emirates, Dubai

Mott MacDonald is therefore bringing senior leaders from

Airports and Etihad Airways which included supporting the

its global operations into the region permanently, rather than

establishment of flydubai, and has subsequently helped the

relying solely on short-term international support.

company secure 3 major aviation programs. Transport more broadly remains a major opportunity, while energy and water are becoming increasingly important.

SEPTEMBER 2026

“Our company is well known for major projects around the globe, but probably less so in the Middle East. We’re changing that,” remarks Hopper.

Mott MacDonald expanded its office in Riyadh to accomodate the growing amount of local talent that it employs.

AI AND THE DIGITAL TRANSFORMATION OF ENGINEERING

For Hopper, the pace of technological change is both challenging and exciting.

Technology is another area where Hopper expects major change.

“It’s an exciting time. I’m loving it,” he says. “I think it scares

Mott MacDonald is investing heavily in artificial intelligence and

some people, but I’m a massive adopter of AI. I think it’s a

has taken the significant step of providing its global workforce

fantastic thing.”

with access to Microsoft Copilot Premium. “Everybody globally now has access to a Copilot licence, which is a huge investment. One of the things we’re doing early on in projects now is digital value assessments” he says. The focus, however, is moving beyond simply providing

The challenge for the wider industry, he argues, will be connecting digital adoption across the entire project lifecycle rather than treating technology as an isolated capability. “Getting that alignment through the lifecycle of a project is probably going to be the challenge,” he says.

employees with access to AI tools. The next challenge is demonstrating measurable value for clients. These assessments look at how digital technologies and

SUSTAINABILITY EMBEDDED IN PROJECT DELIVERY

AI can generate value for clients and support more effective

As digital transformation accelerates, sustainability is another

project delivery.

issue reshaping infrastructure delivery. At Mott MacDonald,

While the Group provides central support, individual regional units are encouraged to develop their own digital ideas. Successful ideas can then be shared across the wider organisation.

Hopper says ESG is embedded across the business rather than treated as a separate consideration. The company has an Environment and Sustainability team

“We have a fantastic group central support to all the different

that becomes involved from the bid stage, supporting projects

units. But we also are allowed to innovate at our own level,”

ranging from conventional infrastructure to major standalone

he explains.

sustainability programs.

MECONSTRUCTIONNEWS.COM

INTERFACE

Mott MacDonald is also increasingly working at program

DEVELOPING THE NEXT GENERATION

level, assessing issues such as embodied carbon across

Despite the focus on AI and major-project capability, Hopper

major developments.

repeatedly returns to the importance of people.

Hopper points to a large, unnamed giga-programme where

When Mott MacDonald established its new Saudi entity,

the company is examining the full asset brief and considering

the company also took the opportunity to rethink its approach

how embodied carbon can be managed and reduced.

to graduate development. This led to the creation of its LEAD

“We’re looking at the embodied carbon across the program

programme, a structured two-year development programme

and how we can help manage it, control it and future-proof what

combining professional and technical training. The results are

they do,” he says.

already becoming visible.

For Hopper, being invited to work at that level represents

“One of the success stories I’m probably most proud of is

a significant evolution in the client relationship. It allows Mott

that we had somebody who started on that program just over 3

MacDonald to build on its involvement in individual assets and

years ago and is now one of our first graduates to reach chartered

contribute to the wider development strategy.

professional level,” Hopper says.

He also believes the company’s long-standing focus on sustainability gives it an advantage. “I think sustainability is just natural in everything we do, and we’ve been doing it for a long time,” explains Hopper.

SEPTEMBER 2026

When Mott MacDonald established its new Saudi entity, it took the opportunity rethink its graduate programme, resulting in the creation of LEAD.

The Saudi national is now working as a project manager on a

That means building resilient infrastructure, developing

major aviation project. His career also has a personal connection

local expertise and remaining aligned with the evolving priorities

to the industry: his father worked for Saudia for many years.

of governments and clients.

For Hopper, the story demonstrates what local talent development can achieve. “It’s a heartwarming story, but it also shows that we’re doing what we said we were going to do: develop people and move them

“We’re telling our partners that we’re here through the good times and the bad times. We’re here to help them build resilient infrastructure, align with their development challenges and invest in their people.”

through the career ranks,” remarks Hopper. The company has also established a regional scholarship program, supporting employees pursuing higher degrees through ring-fenced investment. “At Mott MacDonald, when we say we’re going to do something around people development, we do it. You don’t get those levels of retention without investment in your people, in my opinion” Hopper says. That commitment, he believes, is a major contributor to retention. Perhaps one of Hopper’s most significant observations is that the flow of innovation is changing. The Middle East is no longer simply adopting approaches developed elsewhere; it is

“Growth for us isn’t always about headcount; it’s really about strengthening our incumbency and getting closer to our clients.” RICK HOPPER

increasingly generating new ideas and delivery models that can be shared globally. “A lot of that innovation in our industry is happening out here,” he says. The scale and ambition of the region’s major programs have created an environment where conventional approaches are being challenged and new methods of working are emerging.

For the next generation of engineers, Hopper’s advice is equally focused on adaptation and curiosity. “If you’re the quick adopter within your office or your company, I can guarantee you’ll be celebrated because you’ll be

Mott MacDonald has experienced this directly, with lessons

at the forefront. You’ll be leading the change, and that’s what our

from regional projects being shared throughout its global business.

industry needs. Be curious, put your hand up, volunteer for as

“We’ve been right in the middle of some of that, and those

much as you can, and make yourself uncomfortable,” he says.

lessons are already being spread around our Group, with

His own career began with CAD, a technology that was still

lessons being learned, new ways of working, ways to digitise,

relatively new when he secured an internship partly because he

ways to collaborate across multiple time zones and more,”

knew how to use it.

explains Hopper. He credits clients for enabling that experimentation. “They allow us to innovate. They’re willing to take the risk and allow us to try something different,” he remarks.

Today, the pace of technological change is far greater, but Hopper believes the principle remains the same. For a region undergoing such an extraordinary period of infrastructure development, Hopper’s message is ultimately

Hopper expects that trend to continue, with the pace of

one of long-term commitment and continuous adaptation. The

innovation accelerating and the Middle East increasingly

companies that thrive will not simply be those that can deliver

becoming a source of ideas for the wider engineering industry.

large projects. They will be those that can build trusted local

Ultimately, Mott MacDonald’s regional strategy comes down

relationships, develop the next generation of talent, embrace new

to a long-term commitment to its clients, its people and the

technology and help clients turn ambitious national visions into

markets in which it operates.

resilient, sustainable and deliverable infrastructure.

MECONSTRUCTIONNEWS.COM

INTERFACE

Building for Growth NCO’s CEO Amir Hasan speaks with MEC’s Clayton Vallabhan on sustainable growth, engineering leadership and the changing demands of the UAE’s infrastructure market Nearly 4 decades after its establishment in Abu Dhabi, National Consulting Office for Engineering (NCO) is navigating a UAE project environment defined by scale, complexity and rapid technological change. CEO Amir Hasan (known to the industry as Amir) explains why sustainable growth depends on accountability and the ability to build organisational capability ahead of demand. The UAE’s engineering landscape is entering another significant phase of development. For engineering consultancies, the role is consequently changing. Technical expertise remains fundamental, but it is increasingly accompanied by demands for delivery certainty, integrated project management, stakeholder coordination, digital collaboration and stronger visibility of risk and performance. National Consulting Office for Engineering (NCO) has experienced that evolution firsthand. Established in Abu Dhabi in 1986, the company has grown from a smaller engineering practice into a multidisciplinary engineering and management consultancy serving public and private sector clients. Today, its capabilities extend across concept studies, FEED and detailed engineering through to construction management, stakeholder management, project controls and digital delivery. The company works across many different market sectors including industrial buildings, infrastructure, utilities, renewable energy and other building developments. Its current portfolio reflects the changing nature of the UAE market. NCO is involved in the engineering of power infrastructure supporting industrial development in Ruwais, civil and multidisciplinary design for one of the UAE’s major solar projects in Al Ajban, and the development of a new high-voltage grid station at ICAD4. The consultancy is also undertaking FEED, tendering and construction supervision assignments for water and utility infrastructure. For CEO Amir, however, the most important lessons from NCO’s growth have not been about expanding the business for its own sake. They have been about building an organisation capable of sustaining performance as complexity increases.

SEPTEMBER 2026

MECONSTRUCTIONNEWS.COM

INTERFACE

NCO is undertaking detailed engineering for the 220/33kV grid station at the Volta Centralized Utility Plant on Project Volta in Ruwais.

that support decision-making. Growth itself was never the objective. Sustainable growth was,” says Amir. “The lesson for us has been simple: as organisations grow, they need to become stronger operationally. Otherwise growth eventually creates more problems than opportunities,” he adds.

The transition from a smaller practice to an organisation of

It is a lesson that resonates across the consultancy sector.

more than 100 professionals fundamentally changed the way

Growth brings additional revenue and market opportunity, but

NCO needed to operate.

it also creates more decisions, more information and greater

“One thing we learned during a significant period of growth was that informal communication stops working surprisingly quickly. As the organisation expanded from a much smaller

potential for disconnects between teams. The ability to manage that complexity therefore becomes an organisational capability in its own right.

team to well over 100 professionals, visibility and alignment

For NCO, that has meant investing not only in

became much more important than they were before. Over

technical resources, but also in management structures,

the years, NCO has continued to invest in people, strengthen

communication, processes and systems. As projects become

leadership layers, improve communication and build systems

more multidisciplinary, the challenge is often not whether the

SEPTEMBER 2026

“The conversation today is much broader than design alone, and consultants need to contribute across the full project lifecycle.”

of design drawings. Its obligations also include interface, modification and integration works at remote ends – a responsibility that highlights the importance of coordination beyond individual engineering packages. Project Volta itself forms part of the continuing industrial expansion of Ruwais. The cogeneration facility is being developed to support the growing industrial ecosystem, For consultants operating on such projects, the engineering solution is only part of the challenge. Ensuring that multiple systems, disciplines and stakeholders remain aligned is

AMIR HASAN

equally important. FROM INDIVIDUAL MANAGEMENT TO ORGANISATIONAL VISIBILITY

required technical expertise exists, but whether that expertise

As NCO grew, Amir says the company encountered another

is sufficiently coordinated.

familiar challenge: information was available, but it was not

“Most project issues are not technical. They usually

necessarily visible across the organisation.

happen when ownership is unclear or decisions are delayed.

“To be honest, the biggest change was visibility. As the

One practical step NCO introduced was regular operational

business grew, we realised that important information existed

alignment reviews. As project volumes increased, it became

in different places. Project teams had information, departments

important to bring project managers and department leaders

had information and finance had information, but there was not

together to review commitments, risks and bottlenecks,”

always a complete view across the business,” he says.

explains Amir.

“Over time, NCO introduced more structured systems and

Furthermore Amir remarks, “Projects operate with defined

reporting across project management, finance, procurement

responsibilities, deliverables, budgets and schedules. More

and human resources. Project reviews became more regular,

importantly, people know who owns the decision and who is

resource planning improved and performance information

accountable for the outcome. That clarity has helped improve

became easier to access and understand. We also placed greater

collaboration and resolve issues earlier.”

focus on project budgets, schedules, resource utilisation and

That philosophy is particularly relevant to NCO’s current

risk monitoring. The objective was not to add more process.

project portfolio, where the consultancy’s responsibilities often

It was to make better decisions with better information. The

extend across several disciplines and interfaces.

biggest shift was moving from managing through individuals

On Project Volta in Ruwais, NCO is undertaking detailed engineering for the 220/33kV grid station at the Volta Centralized Utility Plant. Its scope encompasses architectural,

to managing through visibility,” adds Amir. The principle is increasingly relevant as consultancies manage portfolios rather than individual projects.

structural, water supply, drainage, HVAC, electrical and

Visibility over project budgets, resources, schedules and

conceptual firefighting engineering for the complete electrical

risks allows leadership teams to identify emerging issues before

special facility.

they become critical, while giving project managers a clearer

The consultancy is also responsible for the design of a crossing bridge over the project’s seawater intake channel.

understanding of the broader organisational context in which they are operating.

The structure must accommodate heavy-duty vehicular loading

The approach also supports scalability. A business that

in accordance with Abu Dhabi Vehicular Load standards while

depends heavily on individual knowledge can struggle as it

integrating stormwater drainage pipes within the bridge.

grows, whereas structured information and reporting create a

Significantly, NCO’s role does not end with the production

more repeatable operating environment.

MECONSTRUCTIONNEWS.COM

INTERFACE

CONSISTENCY WITHOUT LOSING FLEXIBILITY

northeast of Abu Dhabi, the project is designed to contribute

NCO’s portfolio covers sectors ranging from infrastructure

significantly to the emirate’s growing solar generation capacity.

and industrial development to energy, utilities and residential

NCO’s technical scope covers the complete detailed civil

projects. Maintaining consistency across such different

design for the IPP area, including the stepup substation, security

environments requires common standards, but Amir argues

fences, gantry structures and access roads.

that standardisation should not come at the expense of clientspecific solutions.

The design responsibilities encompass civil, structural, architectural, water supply and drainage, HVAC and initial

“Although the sectors are different, client expectations are

Civil Defense drawings for the structures within the project

usually the same. They want quality, reliability and confidence

boundary. NCO is also responsible for the 400kV cable trench

that commitments will be met. NCO maintains common review

design, with the project structures designed for a minimum

processes, technical standards and delivery frameworks across

service life of 30 years.

the business while still allowing flexibility for project-specific requirements,” explains Amir.

The nature of the project illustrates the increasing convergence of traditional engineering disciplines with the

“We also encourage teams to learn from one another.

requirements of the energy transition. Large-scale renewable

Lessons from infrastructure projects, utilities, industrial

generation requires not only photovoltaic technology but also

developments or residential projects are regularly shared across the organisation. That helps maintain consistency regardless of sector,” he states. That cross-sector learning is particularly valuable in a market where energy, infrastructure and industrial development are increasingly interconnected. NCO’s involvement in Al Ajban Solar PV3 provides a clear example. The 1.5GW Al Ajban Solar PV3 project is one of the UAE’s major renewable energy developments. Located approximately 70km

“Although the sectors are different, client expectations are usually the same. They want quality, reliability and confidence that commitments will be met.” AMIR HASAN

SEPTEMBER 2026

substantial electrical, civil and infrastructure systems capable of integrating that generation into the wider network.

That evolution is reflected in NCO’s work for TAQA Distribution, where the consultancy is undertaking

For Amir, the transformation of the client-consultant

assignments covering FEED design, tendering services and

relationship has been particularly noticeable over the

construction supervision for water infrastructure and utility

past decade.

building infrastructure.

“Client expectations have changed considerably over the

The progression from early engineering definition through

last decade. Ten or fifteen years ago, clients were mainly looking

tendering and into construction supervision demonstrates the

for engineering solutions. Today they also expect support with

value of continuity. When knowledge is retained across project

delivery certainty, stakeholder management, risk visibility,

phases, consultants can better understand the reasoning behind

digital collaboration and long-term value. To respond, NCO

earlier decisions and identify potential issues as projects move

has strengthened its multidisciplinary capabilities, project

towards execution.

management expertise and digital delivery capabilities. The conversation today is much broader than design alone, and consultants need to contribute across the full project lifecycle,” says Amir.

NCO is working on multidisciplinary design for one of the UAE’s major solar projects, Al Ajban's Solar PV3.

MECONSTRUCTIONNEWS.COM

INTERFACE NCO's work at ICAD4 encompasses full architectural, structural and infrastructure design for the 400kV GIS building, 220kV GIS building, control building and fire pump house.

It also places greater emphasis on the consultant as a long-

management and stakeholder engagement operate separately,

term project partner rather than simply a designer delivering

information can be lost between handovers. An integrated

a defined package.

approach helps maintain continuity and improves decisionmaking throughout the project lifecycle. For clients, that usually

DESIGNING FOR INTEGRATION

means better coordination, earlier identification of risks and

Fragmentation remains one of the industry's challenges. Projects

fewer surprises during execution,” explains Amir.

can involve different consultants, contractors, disciplines and stakeholders, each with their own responsibilities, information and priorities. “One of the biggest causes of inefficiency in projects is fragmentation between phases. When planning, design, project

NCO’s work on the new 400kV grid station at ICAD4 illustrates the breadth of this integrated approach. The consultancy’s scope encompasses full architectural, structural and infrastructure design for the 400kV GIS building, 220kV GIS building, control building and fire pump house. It

also

includes

transformer

foundations, GIB foundations, capacitor bank foundations, fire water tank foundations, fire trenches, duct banks, interconnecting trenches, internal roads, boundary walls, site grading, drainage and stormwater systems. Such a facility brings together multiple engineering requirements within a tightly coordinated site environment. The successful delivery of each individual component depends on its relationship with the others. For NCO, that reinforces the argument for maintaining continuity between disciplines and project phases. DIGITALISATION FOR THE FUTURE

Technology is changing how that coordination takes place. BIM, digital collaboration platforms, digital twins and increasingly sophisticated data environments are becoming integral to the way major engineering projects are designed, coordinated and delivered. But Amir sees the value of these technologies in practical rather than purely technological terms. “The value of digital tools is not the technology itself. The value is visibility. Tools such as BIM and digital collaboration platforms allow teams to work from the

SEPTEMBER 2026

“Most project issues are not technical. They usually happen when ownership is unclear or decisions are delayed.” AMIR HASAN

same information, improve coordination and identify issues

AI AND THE NEXT EVOLUTION OF ENGINEERING

earlier. We have seen this particularly on multidisciplinary

The emergence of artificial intelligence is likely to accelerate

projects where design coordination is critical. When information

that transformation. Engineering firms are beginning to explore

is visible and accessible, accountability becomes clearer

AI for tasks ranging from information processing and document

and decisions can be made more quickly and with greater

management to design support, analysis and business

confidence,” explains Amir.

operations. Yet the question of how far AI should influence

That perspective is significant because digital transformation can easily become focused on the acquisition of technology rather than its application.

engineering decision-making remains an important one. Amir sees AI primarily as a means of strengthening professional capability.

For an engineering consultancy, the real benefit comes

“AI has the potential to improve productivity and decision-

when digital tools improve collaboration, reduce information

making across our industry. Recently, we ran an internal exercise

gaps and support better decisions.

where teams used AI tools to develop visual solutions around

In complex multidisciplinary projects, the ability to

business challenges. What stood out was not the technology

establish a reliable common information environment can

itself but how quickly teams were able to generate ideas

directly influence project performance.

and communicate them. AI can help professionals process

MECONSTRUCTIONNEWS.COM

INTERFACE

NCO works across many different market sectors including industrial buildings, infrastructure, utilities, renewable energy and other building developments.

“Technical expertise will remain important, but it will not be enough on its own. Successful organisations will need strong leadership, digital capability, effective governance and the ability to attract and develop talented people. The organisations that

information faster and spend less time on repetitive tasks. What

prepare for complexity before it arrives are usually the ones

it cannot replace is judgement, experience and accountability.

that sustain performance over the long term. Adaptability and

The organisations that benefit most will be those that use AI to

execution will become increasingly important,” believes Amir.

strengthen human capability rather than replace it,” explains Amir.

It is a view that places organisational capability alongside

This sentiment has been echoed across most of the industry since the beginning of this year.

engineering capability. The ability to recruit and retain skilled professionals,

The most successful applications are likely to be those

establish effective leadership structures, use information

that remove repetitive work, improve access to information

intelligently and maintain governance as the organisation grows

and enable engineers and project managers to spend more

may ultimately determine whether a consultancy can convert

time on higher-value activities. For an industry ultimately

market opportunity into sustainable performance.

built around professional responsibility, however, the human element remains central.

For Amir, that requires leaders to recognise when the management model that worked in a smaller organisation has reached its limits.

PREPARING FOR A MORE COMPLEX DECADE

“One lesson many leaders learn is that they can unintentionally

The next decade is likely to place even greater demands on

become bottlenecks. What works in a smaller organisation does

engineering organisations. The UAE's energy transition

not always work in a larger one. At some point, growth requires

will require new renewable generation and associated grid

leaders to spend less time making every decision themselves and

infrastructure. Industrial expansion will create demand

more time building capability around them,” he explains.

for sophisticated power, water and utility systems. Urban

“My advice is to invest early in people, accountability,

development will continue to require integrated infrastructure,

leadership development and systems. Growth creates

while clients will increasingly expect projects to be delivered

complexity, capability absorbs complexity, and organisations

faster and with greater transparency.

that consistently build capability create lasting value.

Amir believes the organisations best positioned for that

Sustainable growth is ultimately about building an organisation

environment will be those that develop capabilities before they

that can continue to perform without depending on a small

are forced to do so.

number of individuals,” concludes Amir.

SEPTEMBER 2026

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INNO 56

SEPTEMBER 2026

INSIDE

58 The climate ready city: In the Middle East where temperatures can reach up to 50 degrees Celsius at the height of summer, outdoor comfort is a design decision, and the cities that thrive will be those that treat outdoor planning as infrastructure writes Faysal Ali, Vice President, Urban Studio EMEA, Parsons ⁄ 64 Why boomerang employees are the strongest signal of a culture built to last: Boomerang employees are one of the strongest validations an organisation can receive writes Maroun Deeb, Head of Project and Development services for MEA at JLL

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

MECONSTRUCTIONNEWS.COM

INNOVATE

SEPTEMBER 2026

The climate ready city: Architecture of liveability In the Middle East and particularly in the Gulf where temperatures can reach up to 50 degrees Celsius at the height of summer, outdoor comfort is a design decision, and the cities that thrive will be those that treat outdoor planning as infrastructure; built in from the first sketch writes Faysal Ali, Vice President, Urban Studio EMEA, Parsons

MECONSTRUCTIONNEWS.COM

INNOVATE

Faysal Ali, Vice President, Urban Studio EMEA, Parsons.

According to the International Energy Agency, cooling now consumes nearly half of peak electricity demand in the Gulf’s major cities, because life retreats indoors for much of the year. We have come to accept this as a fact of the climate. The region’s historic cities knew better: their shaded sikkas, wind towers and woven courtyards made a punishing climate liveable without a watt of power. Some of the most expensive developments with the most expensive materials used, have been among the emptiest I've visited due to a lack of well thought out design that caters to the climate. While close by, narrow shaded streets are still vibrant and bustling with people. Heat did not empty them. Design did. The truest measure of a successful place is not how well it resists the heat, but whether people choose to dwell in it, to spend time there, to let children play outdoors. That is our defining design challenge for GCC programs: to design with the climate so quality of life becomes a constant rather than a seasonal privilege. It is this principle we bring to every masterplan and public realm project: comfort treated as an asset, designed in from the first sketch. With the rise of global extreme weather events from wildfires and droughts to storms and floods, factoring climate into design is no longer a luxury but a necessity. RECALIBRATING FOR A CHANGING CLIMATE

Most current design practices still calibrate to historical norms, treating extreme heat as an exception rather than a defining condition. Yet the baseline has moved; average temperatures in the UAE have risen roughly by 1.5°C in recent decades based on reports by the World Bank, summers now regularly approach 50°C inland, and our threshold for comfort is changing. Frameworks must shift with it, embedding a warming region’s realities into the planning process from the onset of a project, so the liveability we promise comes to life in the form of a resilient development that survives the harsh weather extremes. ENVIRONMENTAL PLANNING AND DESIGN BEFORE CONSTRUCTION

Environmental performance is largely determined before the first building rises; it is drawn into the geometry of the plan.

SEPTEMBER 2026

“The most ambitious cities now compete on liveability, and those that embody it attract talent and investment.” FAYSAL ALI

MECONSTRUCTIONNEWS.COM

INNOVATE

The public realm is where climate decisions become lived experience — shade, landscape and water resolved together at the earliest design stages, where they cost least and deliver most

no reason for people to pause and spend time there. Comfort here is sensed in the depth of a canopy, the cool of a planted edge, and the pattern of shaded paths. The finest public realm is composed as a sequence, pacing shade and rest, bringing softscape and water into the line of movement so the street

Street orientation, building heights, alignment to prevailing

becomes a place to be, not a distance to cut cross.

winds, and the continuity of shade are all low-cost concept-stage decisions that govern comfort for the life of the place. On a recent

WOVEN, NOT ASSEMBLED

public realm project in Saudi Arabia, simulating outdoor thermal

Outdoor thermal comfort, water and landscape are too often

comfort at concept stage showed exactly where trees and shade

handled by separate disciplines, each optimizing its part while

structures needed to be positioned to achieve the desired comfort

the whole goes unmanaged. In reality, they form one system,

levels without mechanical cooling. The evidence is unambiguous:

the infrastructure of outdoor comfort. The most resilient places

dense and well-shaded green communities can run several

design these flows as one: a continuous fabric of buildings and

degrees cooler than exposed car-oriented neighborhoods. The

public realm that shades the street and tempers the heat island;

strongest strategies are spatial, not mechanical: compact urban

a smart irrigation system that rationalizes water use to sustain

grain, deep canopy, green corridors, and continuous shade make

a broader green cover; a permeable softscape that absorbs the

walking the natural choice.

next storm rather than overloading the network. On a mixed-use masterplan in Dubai, we made the green network the backbone

DESIGNED FOR PEOPLE , NOT RENDERS

of the development: a shaded spine stitched the neighborhood

What matters most is how it feels to the people using it. A plaza

together, integrating services and soft mobility, while parts of

may read as generous on a plan yet feel hostile at midday, with

the softscape doubled as a stormwater solution. This holistic

SEPTEMBER 2026

approach is a design philosophy for us, brought to every scheme:

PROSPERITY BY DESIGN

urban design, landscape, sustainability and engineering at one

In the end, our cities will be judged by how fully people can

table from the outset. We treat the public realm as the connective

live in them comfortably all year round. The built environment

tissue holding these cycles together, the framework the systems

is where that quality of life takes shape in the vibrant streets

are designed around from the start.

and shared spaces that decide whether a community occupies a place or belongs to it. Treated as infrastructure, the public

INTELLIGENCE BUILT IN

realm is among the soundest investments a city can make.

Technology is the medium through which good design endures,

The most ambitious cities now compete on liveability, and

not a substitute for it. Digital tools such as computational fluid

those that embody it attract talent and investment and hold

dynamics, solar and shading simulations, and generative design

their value for generations. That liveability is not a defensive

enable us to test how a place will feel long before it is built.

cost but the foundation of prosperity. This is a region we know

A digital twin then carries that model into operation, where

intimately, its heat and its seasons, its culture and its rhythms,

the same intelligence sustains it: smart-cities solutions track

and it has taught us that comfort here is won through design

temperature and soil moisture, activate irrigation in response

attuned to place. That is the opportunity in front of us: to

to real-time weather, and flag heat islands before they form.

build human-centric cities that thrive within this climate, not

AI-powered analytics close the loop, anticipating stress on

merely endure it.

planting, balancing water and energy, and renewing assets before they fail. The future of liveable cities will be decided by this continuous feedback loop binding design to performance. We build these into our projects from day one, when they cost least and deliver most.

Computational fluid dynamics and solar-shading analysis allow design teams to test thermal comfort across a masterplan long before construction begins.

MECONSTRUCTIONNEWS.COM

INNOVATE

Why boomerang employees are the strongest signal of a culture built to last Boomerang employees are one of the strongest validations an organisation can receive writes Maroun Deeb, Head of Project and Development services for MEA at JLL

SEPTEMBER 2026

MECONSTRUCTIONNEWS.COM

INNOVATE

Over the past several years, I’ve noticed a pattern that has shaped the way I think about leadership, culture, and retention.

Strong office culture is built through transparency when conversations become uncomfortable, and through trust during periods of uncertainty.

A number of former colleagues who left our organisation to pursue opportunities elsewhere in the industry have eventually chosen to return.

What matters is understanding what brings people back.

At first, I viewed those decisions individually. Over time,

In my experience, boomerang employees rarely return because

I began to see them differently. When talented people come

of compensation alone. They return because they have gained

back after experiencing other companies, leadership styles,

perspective. After working in different environments, they have

and operating environments, their return becomes more than

a clearer understanding of what daily culture actually feels like

a hiring outcome. It becomes an honest measure of the culture

- not the version presented in recruitment messaging, but the

they left behind.

reality of how an organisation operates when pressure rises and

Too often, organisations view employee departures as

outcomes matter.

something to prevent at all costs. I think that perspective misses

Culture reveals itself during difficult moments. It

an important reality. Strong people leave for many of the same

becomes visible when a project falls behind schedule, when

reasons they succeed: ambition, curiosity, and a desire to grow.

a client relationship becomes strained, or when teams are

In commercial real estate and construction, those qualities

operating under sustained pressure. Those situations test

matter. Ours is an industry defined by movement - changing

more than operational capability. They test leadership, trust,

markets, evolving client expectations, compressed timelines,

communication, and consistency.

and increasingly complex projects. The professionals who thrive

Long after compensation packages and job titles are

in that environment are rarely passive in how they approach

forgotten, people remember how they were treated during

their careers.

those moments. They remember whether leaders stayed calm,

Sometimes people leave because they are ready for an opportunity your business cannot yet offer. Sometimes they

whether accountability remained fair, and whether respect held under pressure.

want exposure to a different market, platform, or leadership

Several returning colleagues have shared a version of

experience. That is not necessarily a reflection of weak

the same reflection with me over the years: they did not fully

culture or poor leadership. In many cases, it is simply part

appreciate what they had here until they experienced something

of professional growth.

different elsewhere.

SEPTEMBER 2026

That observation reinforces an important truth about

path and made a deliberate decision to return. That level of

organisational culture. Strong cultures are rarely built

conviction says more about culture than any employee survey

through branding exercises, slogans, or perks. They are built

or employer branding campaign ever could.

through consistency over time. Through transparency when

It also serves as a reminder that culture is not built during

conversations become uncomfortable. Through trust during

easy periods. It is built during challenging quarters, difficult

periods of uncertainty. Through leaders who remain steady when

client conversations, market uncertainty, and moments where

conditions become difficult.

leaders must choose between short-term optics and long-

I have also come to believe that how organisations handle departures says a great deal about their culture. Too often, resignations are treated as failures to reverse or

term trust. Those are the experiences people carry with them. Those are the moments they compare against every organisation that follows.

negotiations to win. In reality, career decisions are personal,

The true measure of leadership is not simply how many

and leadership should approach them with perspective and

people stay. It is whether people who leave would willingly return

maturity. If someone believes the right next step for their

- and whether they return with confidence in the environment

development exists elsewhere, that decision deserves respect.

they are rejoining.

The conversation should remain honest and professional. Some of the colleagues who later returned did so because the relationship remained intact after they left. There was no

In an industry where relationships, trust, and execution matter as much as strategy, that distinction becomes one of the clearest indicators of a culture built to last.

resentment attached to the decision and no attempt to pressure them into staying. We simply acknowledged their ambitions, supported their decision, and left the door open.

Maroun Deeb is Head of Project and Development services for MEA at JLL.

That matters more than many leaders realise. Professionals who leave on good terms often become your strongest advocates in the market. They speak candidly about their experience. They refer talent. And occasionally, after seeing other organisations firsthand, they decide to return with a deeper understanding of the culture they left behind. These experiences have changed the way I think about retention. I no longer believe strong organisations are defined by keeping everyone forever. In ambitious, high-performing businesses, talented people will sometimes leave. The more meaningful measure is whether they would choose to come back. To me, a boomerang employee is not a secondary hire or a familiar replacement. In many ways, they represent one of the strongest validations an organisation can receive. They have already tested another

WOMEN IN CONSTRUCTION

Gemma Scotney 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 ‘Women in Construction’ focus, we learn more about their role, achievements, how they have progressed through their career, and any challenges they have faced. Here, MEC sits down with Gemma Scotney, Regional Head of Human Resources and Operations, Compass Project Consulting.

Tell us about your career and your key achievements.

I began my career in the construction industry over 20 years ago, initially working in finance, which gave me a strong understanding of the commercial and operational side of the business. After moving to the UAE, I continued in finance before gradually moving into a more operational role, with HR becoming an increasingly important part of my career. As the first female employee at Compass Project Consulting back in 2016 – employee number 9 to be exact – and have grown alongside the business. Today, as Head of HR, I support our operations across the UAE and KSA and have played a key role in supporting the company’s growth to of over 250 employees. This has included building our HR infrastructure, supporting recruitment and talent development while ensuring our people strategy evolves alongside the company's growth, whilst supporting the individuals’ aspirations. The biggest takeaway my career has taught me is to be adaptable, understand the wider business and embrace opportunities beyond my original area of expertise.

SEPTEMBER 2026

MECONSTRUCTIONNEWS.COM

WOMEN IN CONSTRUCTION

How have you made your mark in the industry? What projects have you worked on?

I have made my mark in the industry by helping build the people and culture behind a uniquely upward homegrown construction consultancy. A big part of my role has been building a strong team culture as the business continues to evolve in geography and service lines. For me, my role is about creating an environment where people can do their best work and feel part of something bigger. It is about bringing people together, creating a sense of belonging and making sure people enjoy coming to work, I mean, we spend the vast proportion of our lives at the office so we should enjoy and benefit from it. I have also had to navigate changing labour laws, localisation requirements, visa and sponsorship rules and different country restrictions. Change is a constant! We have introduced a range of initiatives that help people connect and build stronger relationships across the business. Ultimately, seeing people grow, teams come together and the business succeed is what makes me most proud of my journey. graduate programmes being a great place to start. Compass is a What are some of the barriers to women

good example of this, with women taking on leadership roles

entering construction?

and having a strong voice in the business since our formation.

There is a huge opportunity to show more young women the

This wasn’t born out of necessity, rather, this was just the norm,

breadth of careers available within construction. One of the

based on merit.

biggest barriers is that construction is still seen by many young

The more we introduce girls to the industry from a young

women as a male-dominated industry, so they may not consider

age and show them successful women in construction, the more

it as a career option in the first place. There is also still a lack of

likely they are to see it as a career they can pursue.

visible female role models, particularly in senior positions. I believe education needs to start as early as school. The

The GCC construction sector remains male-

industry offers an incredibly diverse range of careers, outside of

dominated. How do you see that changing?

the expected technical, boots on ground hard-hat delivery. There

I think we are already seeing a positive change across the GCC.

are opportunities in HR, finance, marketing, project management,

The momentum is encouraging, and I expect that progress to

cost management, engineering, technology and many other areas.

continue. But there is still a long way to go. More women are

Structured early-career opportunities can help young women

entering the construction sector and, importantly, we are seeing

gain experience and confidence, with mentoring, internships and

SEPTEMBER 2026

more women moving into senior and leadership positions.

The change will continue as companies recognise the value

rewarded based on their contribution and role within the

of having a more diverse workforce. It is important that women

business, rather than gender. Companies should also regularly

are given every opportunity to build experience and advance

review their salary structures and provide equal opportunities

their careers.

for development and progression, while also acknowledging

Education also plays a big part in influence. As touched

the lifepath of working parents too.

on previously, we need to introduce girls to the construction

More women in government and senior or leadership

industry from earlier years and show them the wide range of

positions not only opens the perspectives on this but would

careers available.

create role models for the next generation. Ultimately, diversity

At Compass, I have seen this change first-hand. As the first

should be part of the culture of a business, not simply a target.

female employee, it has been great to see more women join the business and take on senior roles. For me, that is how change

What has your experience been like working in the

happens – by creating opportunities and then giving women

GCC compared to other countries?

the support and confidence to succeed.

Compared to the UK, I have found the UAE workplace to be much more culturally diverse. At Compass, I work with people from

How important is mental health in the workplace?

many different nationalities, cultures and backgrounds, and

Mental health is extremely important in the workplace.

this has taught me that there is no “one size fits all” approach

People spend a large part of their lives at work, so creating an

when it comes to managing people.

environment where people feel supported, respected and able to share their views openly is paramount. In construction and consulting, the industry can be fast-

You must understand that people communicate differently, bring different perspectives, experiences and ways of working, which in turn creates a variety of workplace situations.

paced and demanding, with tight deadlines and pressure to

What works well for one person may not work for another.

deliver. As leaders, we need to recognise that our people bring

As an HR leader, I have learned to listen more, understand

much more than their professional skills to the workplace – they

the individual and adapt my approach while still making sure

are individuals with lives and lessons to learn from outside of

everyone is treated fairly and consistently.

their 9-to-5 work.

I also think this diversity is one of the great strengths of

At Compass, we support our team through a programme of

working in the UAE. Bringing together people with different

wellbeing and engagement initiatives that encourage people

skills and perspectives creates a stronger team and allows us

to learn, connect and access support when needed. We also

to learn from each other. It has certainly helped me grow both

encourage an open culture where people feel comfortable

professionally and personally.

approaching their manager or HR when they need support. For me, looking after mental health is simply part of looking after our people. When people feel supported and valued, they are more likely to be enjoy their work and be successful at what they do. What should governments and construction firms do to improve diversity and equal pay?

Governments can encourage programmes that introduce young women to the construction industry, provide training and create pathways into employment. In the long term, this will benefit private companies by creating a larger and more diverse pool of skilled talent.

“Being the first female employee at Compass gave me the opportunity to help shape the business as it grew.”

For construction firms, it starts with fair and transparent people practices. This compounds by ensuring people are

GEMMA SCOTNEY

MECONSTRUCTIONNEWS.COM

WOMEN IN CONSTRUCTION

Have you experienced discrimination during

but it is also important to have the courage to speak up and know

your career?

the value you bring.

Earlier in my career, I learned the importance of advocating for my ideas and contributions, particularly working in a

Do you feel there is a limit to how far women

traditionally male-dominated industry. As I have progressed

can progress?

through my career, I have seen a real change in the level of

No, I don’t believe there is a limit to how far women can progress.

respect and confidence placed in my experience and opinions.

Definitely not! I think sometimes the biggest limitation can be

Today, I feel confident speaking up in meetings, challenging

the one we put on ourselves.

ideas when needed and contributing confidently to important

I am good example, as I started in finance over 20 years

business discussions. I think confidence comes with experience,

ago and never expected my career to develop into a senior HR leadership role across the UAE and KSA. Being the first female employee at Compass also gave me the opportunity to help shape the business as it grew, and being supported by the founders helped give me the confidence in my

own impact.

Every career presents opportunities

challenges – but I believe women should

have the confidence to put themselves forward and back themselves when opportunities arise. Having strong female role models and supportive leaders also makes a huge difference. For me, it is about focusing on what you can achieve rather than thinking about what might hold you back. What advice would you give to women entering the construction industry?

My advice would be to stay curious, approach the industry with confidence and focus on the opportunities available. Be proactive and understand the wider business, not just your own role. Construction offers so many different career paths, and you don’t have to stay within one area. Take the opportunity to learn, get involved, put your hand up for new challenges and don’t be afraid to make your voice heard.

SEPTEMBER 2026

to learn and grow – some call these

CMY

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50 YEARS

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Engineering Contracting Company (ECC Contracting), part of ECC Group, has been closely intertwined with the UAE’s transformation for more than five decades. Established in 1975, ECC Contracting was among the pioneering companies that helped shape the nation’s built environment, contributing to Dubai’s evolving skyline through more than 400 completed projects.

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