Emirates Green Building Council (EGBC), established in 2006 with the objective of promoting green building principles to safeguard the environment and ensure sustainability in the UAE, is uniting industry leaders, innovators, policymakers, and students across the UAE under the global campaign BuildItReady for the 18th annual World Green Building Week.

This year’s Dubai program aims to transform high-level climate aspirations into practical execution, as stated by the event organisers. They have designed the program to weave together key pillars of the built environment into a cohesive narrative.

The week commences by highlighting female leadership through the event ‘Women in Sustainability: Building It Ready’. This event celebrates the crucial role of women in driving sustainable project delivery across design, engineering, and construction.

The momentum generated by this event continues into youth empowerment with ‘Design for Practice: A Student Design Challenge’ at the American University in Dubai. In this challenge, architecture students collaborate with seasoned experts to address real-world urban design challenges.

EmiratesGBC will then mark a significant industry milestone alongside its independent partner Meyaar. They will officially launch the ‘EmiratesGBC Energy and Water Benchmark’, which provides essential performance reference data for UAE hotels, malls, offices, and schools.

The program concludes with a joint session with Expo City Dubai titled ‘Build with Less Carbon: The UAE Materials Transition’. This session introduces a practical embodied carbon baseline to accelerate the adoption of low-carbon materials nationwide.

Source: ME Construction News

Saudi Arabia’s construction sector strengthened in August, supported by robust residential building activity and a sharp increase in new orders, according to the latest Al Rajhi Capital Saudi Construction Index compiled by S&P Global.

The seasonally adjusted index rose to 55.4 in August from 55.2 in July, extending its growth streak to 4 consecutive months above the 50-point mark that separates expansion from contraction. The latest reading was the second-highest recorded since the survey began in January.

Growth was recorded across all 3 segments tracked by the index — residential construction, non-residential structures and infrastructure.

Residential construction leads growth

Residential construction remained the strongest-performing segment, with its activity index climbing to 57.5.

Construction companies attributed the increase to improving market conditions, the launch of new projects and continued work on major urban development schemes.

Infrastructure activity also expanded, with the sector’s index reaching 53.9. While growth eased from July, it remained stronger than at any point during the first half of the year. Companies cited regional development projects, utilities investment, road construction and transport infrastructure as key sources of activity.

Non-residential construction, which includes office and commercial buildings, institutional projects and industrial facilities, also recorded solid growth, with its index at 53.5.

Firms pointed to improving economic conditions and the resumption of previously delayed projects, although some continued to report delays in client decision-making.

New orders remain strong

Demand for construction services continued to rise sharply in August.

Infrastructure companies recorded their fastest increase in new orders since February, while residential construction saw new orders grow at the fastest pace since the survey began.

Stronger demand also supported further job creation, while purchasing activity increased at its fastest rate since the survey’s launch.

Supplier delivery times improved for a fourth consecutive month, despite stronger demand for construction materials and ongoing reports of international shipping delays.

Input cost pressures intensify

Cost pressures increased in August, with input price inflation accelerating after easing to a 3-month low in July.

Companies reported higher transportation and raw material costs, particularly for aluminium, copper and steel.

Despite the increase in costs, construction companies remained broadly positive about the outlook. About 42% of respondents expected overall business activity to increase over the next 12 months, while only 7% anticipated a decline.

However, confidence moderated from July, when optimism reached a recent peak.

“Activity increased across all three major segments, while new orders remained strong,” said Sultan Altowaim, head of research at Al Rajhi Capital.

He said the operating environment remained supportive, pointing to stronger purchasing activity and improving supplier delivery times, while noting that input cost inflation had accelerated.

Confidence over the next 3 months was strongest among residential and infrastructure companies. Firms in both sectors cited improving sales pipelines and an increase in new project starts.

The Al Rajhi Capital Saudi Construction Index is based on a survey of about 200 construction companies and measures changes in construction activity from the previous month. A reading above 50 indicates expansion, while a reading below 50 signals contraction.

Source: ME Construction News

Garuda Construction and Engineering, a company specialising in construction, engineering, procurement, and construction (EPC), announced that its wholly-owned subsidiary, Dream City Builders (formerly known as Garuda Arabia), has entered into a deal with Almasarat Company.

This deal involves the proposed construction and development of a landmark 93-storey twisting tower in the Saudi port city of Jeddah.

The visionary 360-degree twisting tower project spans across 1,53,451sqm. It is designed to offer panoramic sea views, a 5-star hotel with 350 rooms spread across the lower 14 floors, and a diamond-shaped rooftop restaurant on the 93rd floor.

As per the agreement, Dream City Builders will be responsible for the entire engineering, procurement, and construction (EPC) scope, which includes construction, finishing, and handover.

The project is expected to run for five years from its initial period. Dream City Builders anticipates an estimated revenue potential of US $191mn for the project over its duration, subject to the necessary approvals and project commencement.

Source: ME Construction News

The Middle East is undergoing a transformation in the way infrastructure is planned, designed and delivered. Across the Gulf, ambitious national development strategies are driving investment in transport, aviation, energy, water, rail, and land development. 

At the same time, engineering and consultancy firms are being challenged to deliver projects faster, more sustainably and with greater levels of local expertise.

For Mott MacDonald, the opportunity is not simply about growing its regional footprint. It is about building long-term relationships, strengthening local capability and ensuring that the company can support clients from the earliest stages of project development through to delivery.

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.

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

That strategy is particularly evident in Saudi Arabia, where the company has rapidly expanded its local presence. While Mott MacDonald has been working in the Kingdom since the 1960s, its Saudi operation has entered a new phase following the establishment of a wholly owned entity.

Building a long-term presence in Saudi Arabia

Mott MacDonald’s history in Saudi Arabia stretches back decades. Like many international companies, its earlier work in the 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.

The scale of expansion since then has been striking. The company initially operated from 2 small offices, which Hopper jokes were “about the size of a small kitchen”. Those premises quickly became insufficient, with the business soon requiring space for 40 to 50 employees.

Within a year and a half, that space had also been outgrown. The company subsequently moved into a larger facility with capacity for approximately 140 people.

The growth of the workforce reflects the wider expansion of the business. Hopper says that 3 years ago Mott MacDonald had just 3 people on the ground in Saudi Arabia. Today, it is approaching 100.

But this expansion goes beyond numbers. For Mott MacDonald, establishing a substantial local presence is about being close enough to clients to understand their needs and contribute throughout the project lifecycle.

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

More than half of the company’s Saudi workforce is now made up of Saudi nationals, a figure Hopper describes as a “fantastic success story”.

Supporting Vision 2030 through local capability

The emphasis on local talent reflects a wider shift taking place across the Gulf. As national development programmes move from strategy into delivery, international expertise increasingly needs to be combined with local knowledge and capability.

For Hopper, being local is essential to achieving that.

 “It’s really about being close to our clients and helping them with the early challenges they have when conceiving projects, but also seeing those projects through to completion. That can really only be achieved by being local,” he says. 

Mott MacDonald has also established its regional headquarters in Saudi Arabia, further reinforcing its commitment to the Kingdom.

“We’ve made that investment because it shows our commitment to our clients — that we’re here and aligned with what they’re trying to achieve,” Hopper adds.

That alignment, he believes, is central to creating value in a market undergoing such rapid transformation.

“Adapting like that, understanding what these nations are trying to achieve and supporting them through that process is where you’re going to see the most value,” he remarks.

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

Aviation, transport, energy and water

The sectors offering the greatest opportunities are, perhaps unsurprisingly, those already receiving significant investment across the Gulf.

“Thankfully, the sectors where we see the best opportunities are sectors that we’ve already been investing in, transport and aviation, and for sure energy and water.” Hopper explains. 

Aviation is particularly significant because of its relationship with broader economic development. Hopper points to the growth of Emirates and Etihad and the impact that major national carriers have had on tourism, trade and connectivity.

“We’ve seen that investment happening around the region. That brings growth, tourism and trade.” he says. 

Mott MacDonald has responded by strengthening its aviation leadership capability, bringing senior expertise from its global operations into the Middle East. Hopper notes that one of the individuals brought into the regional business played a role in the development and growth of aviation in the UAE, over almost 20 years, with significant roles at Emirates, Dubai Airports and Etihad Airways which included supporting the establishment of flydubai, and has subsequently helped the company secure 3 major aviation programs.

 Transport more broadly remains a major opportunity, while energy and water are becoming increasingly important.

“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.

“The biggest opportunities often start long before detailed design. We help clients shape the vision, bring the right infrastructure and services together, and guide projects from due diligence and land development planning through to delivery,” he explains. “Our investment is about making sure we have the right people and the right skills to align ourselves with those client needs.”

Mott MacDonald is therefore bringing senior leaders from its global operations into the region permanently, rather than relying solely on short-term international support.

“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.

AI and the digital transformation of engineering

Technology is another area where Hopper expects major change. Mott MacDonald is investing heavily in artificial intelligence and has taken the significant step of providing its global workforce 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 employees with access to AI tools. The next challenge is demonstrating measurable value for clients.

These assessments look at how digital technologies and AI can generate value for clients and support more effective project delivery.

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.

“We have a fantastic group central support to all the different units. But we also are allowed to innovate at our own level,” he explains.

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

“It’s an exciting time. I’m loving it,” he says. “I think it scares some people, but I’m a massive adopter of AI. I think it’s a fantastic thing.”

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.

Sustainability embedded in project delivery

As digital transformation accelerates, sustainability is another issue reshaping infrastructure delivery. At Mott MacDonald, Hopper says ESG is embedded across the business rather than treated as a separate consideration.

The company has an Environment and Sustainability team that becomes involved from the bid stage, supporting projects ranging from conventional infrastructure to major standalone sustainability programs.

Mott MacDonald is also increasingly working at program level, assessing issues such as embodied carbon across major developments.

Hopper points to a large, unnamed giga-programme where the company is examining the full asset brief and considering how embodied carbon can be managed and reduced.

 “We’re looking at the embodied carbon across the program and how we can help manage it, control it and future-proof what they do,” he says.

For Hopper, being invited to work at that level represents a significant evolution in the client relationship. It allows Mott MacDonald to build on its involvement in individual assets and contribute to the wider development strategy.

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.

Developing the next generation

Despite the focus on AI and major-project capability, Hopper repeatedly returns to the importance of people.

When Mott MacDonald established its new Saudi entity, the company also took the opportunity to rethink its approach to graduate development. This led to the creation of its LEAD programme, a structured two-year development programme combining professional and technical training. The results are already becoming visible.

“One of the success stories I’m probably most proud of is that we had somebody who started on that program just over 3 years ago and is now one of our first graduates to reach chartered professional level,” Hopper says.

The Saudi national is now working as a project manager on a major aviation project. His career also has a personal connection to the industry: his father worked for Saudia for many years.

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 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 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.

Mott MacDonald has experienced this directly, with lessons from regional projects being shared throughout its global business.

“We’ve been right in the middle of some of that, and those lessons are already being spread around our Group, with lessons being learned, new ways of working, ways to digitise, ways to collaborate across multiple time zones and more,” 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.

Hopper expects that trend to continue, with the pace of innovation accelerating and the Middle East increasingly becoming a source of ideas for the wider engineering industry.

Ultimately, Mott MacDonald’s regional strategy comes down to a long-term commitment to its clients, its people and the markets in which it operates.

That means building resilient infrastructure, developing local expertise and remaining aligned with the evolving priorities of governments and clients.

“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.”

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 at the forefront. You’ll be leading the change, and that’s what our industry needs. Be curious, put your hand up, volunteer for as much as you can, and make yourself uncomfortable,” he says.

His own career began with CAD, a technology that was still relatively new when he secured an internship partly because he knew how to use it.

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 one of long-term commitment and continuous adaptation. The companies that thrive will not simply be those that can deliver large projects. They will be those that can build trusted local relationships, develop the next generation of talent, embrace new technology and help clients turn ambitious national visions into resilient, sustainable and deliverable infrastructure. 

Source: ME Construction News

Construction work has commenced on a number of factories and investment projects at Al Suwaiq Industrial City, which reflects the growing industrial activity in the city, enhances its appeal as an ideal investment destination in Oman’s North Al Batinah Governorate.

Mundhir bin Ali Al Nasseri, Acting Director General of Al Suwaiq Industrial City, stated that the city has localised a number of investment projects across various sectors this year, with a total investment value exceeding US $3.6mn and a total leased area of more than 80,000sqm.

“This brings the city’s cumulative investment volume to over US $ 5.2mn and the total leased area to more than 90,000sqm. The projects cover a range of activities, including polyethylene production, industrial oil refining, polymer modified bitumen, and ceramic tile manufacturing,” he said.

Al Nasseri said that Madayn continues its efforts to attract further quality projects and is currently evaluating a number of investment applications received recently. These include projects for manufacturing multi-purpose electric motors and generators, soft drinks, as well as cosmetics and hand and foot care products.

He also noted that the management of Al Suwaiq Industrial City is working closely with relevant partners in the public and private sectors to accelerate the provision of essential services to the city and its investors, explore ways to attract investments and facilitate procedures, and organise promotional events to highlight the available investment opportunities and incentives offered to investors.

“These efforts aim to attract value-added industrial projects, broaden the city’s industrial activities and boost the sector’s contribution to the national economy, while creating new opportunities for the SMEs and supporting supply chains and services associated with the industrial sector,” Al Nasseri pointed out.

Extending over a total area of approximately 12.2m sqm, Al Suwaiq Industrial City represents a significant addition to the Sultanate’s network of industrial cities, with a range of investment opportunities, competitive incentives and advanced infrastructure planned for the city. The city is expected to generate direct and indirect job opportunities for the Omanis, empower the entrepreneurs to launch innovative projects, and contribute to increasing non-oil revenues.

Madayn has also developed studies to identify investment opportunities aligned with the economic diversification strategy and Oman Vision 2040. Targeted sectors include petrochemicals, food industries and modern agriculture, energy and supporting technologies, recycling and environmental industries, light and medium industries, pharmaceuticals, technology and innovation, heavy industries, and logistics.

Source: ME Construction News

Dubai Square has unveiled its vision for an air-conditioned parking environment with full interior design treatment, which will extend the quality of the destination beyond the mall entrance and into every stage of the arrival and departure journey.

According to a statement from Emaar Properties, the concept challenges the traditional view of parking as purely functional infrastructure.

Instead, Dubai Square is treating it as an integral part of the destination: a comfortable, intuitive and visually considered environment that connects the car seamlessly with the mall, it added.

“At Dubai Square, the customer experience should begin before the mall entrance. Parking should be comfortable, intuitive and beautifully designed – not an afterthought. Every part of the journey, from arrival to departure, should reflect the quality of the destination,” said Mohamed Alabbar.

Under the proposed concept, climate control, interior finishes, ceilings, lighting, wayfinding and architectural detailing would be developed as one coherent experience. The aim is to ensure that visitors feel the quality of Dubai Square from the moment they arrive, while making the transition from vehicle to destination simple, calm and effortless, the statement said.

The vision is said to build on Dubai Square’s wider mobility vision. Announced by Emaar in December 2025 as the world’s first drive-through mall, Dubai Square is conceived around integrated transport, pedestrian-friendly streets and next-generation retail.

The proposed parking environment extends that thinking into the first and last five minutes of every visit, the developer stated.

From climate comfort and clear navigation to carefully selected materials and lighting, each element is intended to support a continuous customer journey. By bringing together climate comfort, comprehensive interior design, mobility and hospitality, Dubai Square aims to establish a new benchmark for how large-scale retail destinations approach parking – not as a forgotten service area, but as part of the destination itself, the statement concluded.

Source: ME Construction News

Environmental consultancy has changed in the region. Not long ago, environmental specialists were typically brought into projects to secure permits, complete impact assessments and ensure developments met regulatory requirements. Their role was largely reactive, focused on helping projects satisfy environmental obligations. 

Today, clients expect environmental consultants to do much more than secure approvals. 

Governments are strengthening environmental regulation, investors are embedding ESG performance into funding decisions, and developers are under growing pressure to deliver projects that are not only commercially successful but environmentally responsible. Together, these forces are redefining what clients expect from environmental consultancy—and when they expect that expertise to be involved.

Environmental consultants are responding by taking on a broader strategic role, working alongside clients from the earliest stages of project development to help shape planning, inform investment decisions, identify opportunities, reduce risk and create long-term value throughout the project lifecycle. 

Few areas illustrate this evolution more clearly than biodiversity. Traditionally viewed as a permitting hurdle or environmental constraint, biodiversity is increasingly recognised as a business consideration capable of improving project outcomes. Strong biodiversity strategies can strengthen ESG performance, support access to finance, streamline regulatory approvals and help developments differentiate themselves in an increasingly competitive market. 

“Historically biodiversity has been captured on the project risk register as a permitting hurdle to clear before the real work began. That framing is changing. Developers are increasingly recognising that strong biodiversity outcomes generate measurable returns: better ESG ratings, smoother regulatory pathways, improved access to green finance, and meaningful brand differentiation in a crowded giga-project landscape. Biodiversity is moving from a cost line to a value driver,” says Shaun Pearce, Director of Environment at KEO.

Biodiversity Moves to the Design Table 

One of the clearest examples of this changing role is the way biodiversity is influencing project design. 

For many years, ecological surveys were carried out after plans had largely been frozen, limiting opportunities to respond to environmental constraints without costly redesigns. Today, biodiversity specialists are increasingly involved before key planning decisions are made, providing the environmental intelligence needed to influence site selection, infrastructure planning and development layouts from the outset. 

“It means biodiversity specialists are in the room before the plan is formalised, not after. In practice, that’s baseline surveys, species mapping, and habitat sensitivity overlays informing site selection, layout optioneering, building footprints, road alignments, and lighting design. The earlier the data lands, the more design flexibility there is. By the time the plan is signed off, the costly redesigns have already been avoided,” explains Dr. Muhammad Hanif, Regional Manager at KEO.

Central to this approach is the mitigation hierarchy, a globally recognised framework that prioritises avoiding environmental impacts before seeking to minimise, restore or offset them. 

“The hierarchy is straightforward: avoid first, minimise where you can’t avoid, restore what’s disturbed, and offset only as a last resort. Early data lets you sit much higher up that ladder. Routing infrastructure around a sensitive habitat is almost always cheaper and lower-risk than offsetting it later. Late-stage offsets expose projects to regulatory pushback, programme delays and reputational impact. Early identification is, in effect, insurance against being forced into the most expensive tier of the hierarchy.” says Ahsan Raza, Project Manager
at KEO.

Increasingly, detailed species-specific surveys are complementing broad habitat assessments, enabling design teams to make informed decisions based on the habitats and species present rather than broad ecological assumptions. 

“A general habitat survey tells you the landscape; species-specific surveys tell you what is actually living in it, and where. For range-restricted or threatened species, that distinction matters enormously. Knowing precisely where a spiny-tailed lizard colony sits, or where a narrow-range gecko population overlaps a development footprint, allows design teams to make targeted decisions—shift a road, redesign a culvert, preserve a wadi corridor—rather than blanket commitments that may protect the wrong area at significant cost,” observes Dr Muhammad Afzal, Ecologist at KEO. The commercial benefits are equally significant. As green bonds, sustainability-linked loans and ESG-screened investment become more common; biodiversity is increasingly influencing investment decisions as well as design. 

“The link between ESG performance and access to external funding is reshaping environmental ambitions, with green bonds, sustainability-linked loans and ESG-screened equity now forming a meaningful share of how projects are financed. Lenders are no longer satisfied with stated intent. They want measurable, audited environmental outcomes tied to disbursement triggers. That has elevated biodiversity from a CSR conversation to a treasury conversation. When the CFO is asking about species protection plans, the centre of gravity has shifted,” says Christian Millar, Managing Director,  KEO-Sustainability + Environment.

Raising the Standard 

Environmental regulation is also evolving. Across the Middle East, governments are investing in stronger environmental institutions, clearer governance and more rigorous oversight, recognising that environmental performance is becoming fundamental to long-term development. 

In Saudi Arabia, organisations such as the National Center for Wildlife (NCW) and the National Center for Vegetation Cover Development and Combating Desertification (NCVC) have significantly expanded environmental oversight and monitoring capabilities. The Environmental Agency (EAD) in Abu Dhabi has been leading from the front with state of the environment reports and regional habitat mapping. Regulatory maturity is gradually aligning with development and at times pre-empting it. 

“The infrastructure is taking shape for stronger regulatory control. In KSA the NCW, the NCVC, and growing inter-agency coordination represent real progress. The next step is depth: clear, published technical standards for biodiversity, surveys, retention, translocations, holding facilities and post-release monitoring; transparent permit timelines; and consistent enforcement across regions. Equally important is investment in local technical capacity, so regulatory expertise grows alongside the development pipeline rather than lagging it,” says Raza.

Developers are also raising their own expectations. Increasingly, they are adopting environmental and social management frameworks that go beyond statutory requirements, often benchmarking them against international standards such as the World Bank International Financing Corporation (IFC) Performance Standards. 

“The leading developers are writing their own environmental and social management frameworks, often benchmarked against IFC Performance Standards or equivalent international references. In practice, self-regulation is doing significant lifting. Where it works, it’s because senior leadership treats environmental and social performance as a board-level KPI rather than a compliance line item. Where it doesn’t, it’s usually because frameworks exist on paper without authority on the ground. Self-regulation can lead it but cannot fully substitute for clear public standards,” explains Pearce. 

Biodiversity is just one example of how environmental consultancy has broadened. Clients increasingly expect integrated advice across various verticals including, but not limited to, environmental governance, environmental and social management systems, waste, air quality and biodiversity, amongst other disciplines ensuring informed decision-making throughout the investment lifecycle. 

KEO is supporting this transition through projects including a citywide Environmental and Social Management Systems aligned with IFC Performance Standards, City-wide waste and air quality strategies, minimum functional specifications for the most sensitive marine developments aligned with IFC standards, and managing environmental compliance across projects in environmental and heritage sensitive areas. Together, these projects demonstrate how clients are strategically embedding environmental governance across entire programmes rather than individual projects.  

Protection in Practice 

In the context of rapid development and the ambition to adopt the mitigation hierarchy, many challenges are still presented. As development expands into previously undisturbed landscapes, wildlife relocation is becoming an increasingly important part of environmental management. While not ideal, these programmes are sometimes the reality. The success of these programmes depends on scientific rigour, careful planning and long-term monitoring rather than simply moving animals out of the way of development. 

“Ethical relocation starts long before any animal is moved. It involves comprehensive baseline data, regulator engagement and permitting, purpose-built holding facilities meeting recognised welfare standards, species-appropriate capture protocols, veterinary oversight, genetically and ecologically suitable release sites, and long-term post-release monitoring to confirm the population has actually established. Programmes that skip the monitoring step are not relocation; they are displacement,” remarks Eoin Sheridan, Executive Director, Environment & Sustainability, KEO-Sustainability + Environment.

The emphasis on monitoring reflects a broader shift in environmental practice. Regulators and developers increasingly expect evidence that mitigation measures are delivering meaningful outcomes, not simply that they have
been implemented. 

KEO has adopted techniques designed to minimise stress and maximise animal welfare throughout the process. Rather than relying on unethical methods such as flooding reptile burrows to force animals to the surface, the team uses endoscopes to identify occupied burrows before carefully excavating reptiles by hand. The approach reduces the risk of injury while allowing animals to be safely relocated to suitable habitats. 

Well-designed relocation programmes also help establish future industry standards.

“Well-documented programmes generate the evidence base regulators need to write better standards. When programmes can demonstrate survival rates, breeding success and population stability years after release, that data becomes the reference point for future permits across the region. The most useful thing the industry can do for regulators right now is to run programmes transparently and share the learnings, including the parts that didn’t work,” explains Dr. Afzal.

The Future of Environmental Consultancy 

The Middle East has a unique opportunity to redefine the role of environmental consultancy. Unlike many mature markets, where environmental policy evolved alongside decades of urbanisation, many countries across the region are simultaneously building new cities, infrastructure and regulatory frameworks. That creates the opportunity to integrate environmental thinking into projects from the outset rather than retrofit solutions later. 

“The future looks cautiously optimistic. The region is in a rare position, building at scale while environmental frameworks are still being written or adapted, which means biodiversity can be designed in rather than bolted on. If developers, regulators and consultants continue to adopt the practice, informing design, better data, clearer standards and honest monitoring, the Middle East could end up exporting models rather than importing them. The challenge will be maintaining that ambition once the novelty wears off and budgets tighten,” concludes Pearce. 

Biodiversity is one example of how environmental consultancy is evolving. As regulation matures, investor expectations rise and projects become more complex, environmental specialists are becoming trusted advisers throughout the project lifecycle. Their role is no longer simply to obtain an environmental permit, but to help clients make better decisions – creating developments that are more resilient, more investable and better prepared for the future.

Source: ME Construction News

Source: ME Construction News

Developer Red Sea Global (RSG) has opened the Nammos Resort Amaala, a 110-key luxury resort with 20 private residences.

The resort is situated on Saudi Arabia’s Red Sea coast and is said to mark the launch of Nammos’ first resort hotel globally. The project is billed as a significant addition to Amaala’s growing lifestyle and hospitality offering.

“Nammos Resort Amaala strengthens the diversity of experiences available across the destination bringing the unmistakable energy and spirit of Mykonos to the Saudi Red Sea coast. As Amaala continues to expand with each new opening, the addition of Nammos reinforces our ambition to establish one of the world’s leading luxury lifestyle and wellness destinations,” said Red Sea Global Group CEO John Pagano.

Designed by Foster + Partners, the resort integrates contemporary luxury with the natural beauty of the destination. Inspired by the timeless character of the Cyclades and the rich heritage of Saudi Arabia’s coastline, each stay has been thoughtfully designed to create a sense of privacy, comfort and effortless luxury, said a statement from RSG.

Set along the shores of Triple Bay with views across the Red Sea and Dumega Bay and designed around Nammos’ philosophy of Endless Joy, Nammos Resort Amaala introduces the brand’s distinctive blend of Mediterranean sophistication and vibrant social energy to one of the world’s most comprehensive wellness destinations, the statement explained.

The resort’s signature Nammos Beach Club occupies its own private island, accessible via an exclusive boardwalk or private jetty. It delivers the vibrant atmosphere for which Nammos is internationally known, complemented by panoramic sea views and Mediterranean-inspired cuisine, it added.

Carolyn Turnbull, CEO of Nammos Hotels & Resorts commented, “Today is much more than the opening of a hotel. It is the beginning of an entirely new chapter for Nammos. We have taken everything people know and love about the brand – its sense of occasion, exceptional hospitality, unforgettable dining and distinctive energy – and re-imagined it as a complete resort experience. There is nowhere else in the world where Nammos could have made this leap quite like Amaala, and we are incredibly proud to welcome our very first guests.”

Nammos is the 6^th resort to open at AMAALA. In the coming months a further 3-resorts will open, alongside more branded residences, wellness facilities, marinas, retail, and dining offerings, the statement from RSG noted.

Source: ME Construction News

Matarat Holding, in collaboration with Saudi National Center for Privatisation & PPP (NCP), has announced that 6 leading consortia and companies have qualified for the Prince Naif Bin Abdulaziz International Airport PPP Project.

The qualification represents a key milestone in the kingdom’s plans to develop and modernise the airport through a public-private partnership (PPP) model.

Located 25km from Buraidah in the Qassim region, the project is planned under a 30-year contract period, including the construction phase, and is aimed at enhancing the airport’s infrastructure, operational efficiency and passenger services.

The list of bidders comprises leading Saudi and international airport operators, infrastructure developers, investors and engineering companies. These include Indian group GMR Airports which has qualified as a standalone bidder for the Prince Naif Bin Abdulaziz International Airport project. The others are:

• A consortium comprising Egis, YDA, Safari and Lamar Holding, bringing together international engineering and airport development capabilities with Saudi investment and infrastructure expertise.
• Consortium of Ports Projects Management & Development Company and Al Gihaz Holding, combining project development, engineering and infrastructure capabilities.
• Consortium comprising Tamasuk, Oman Airports, Namaya and Al Bawani Capital, combining airport operating experience with investment and infrastructure development capabilities.
• Consortium comprising Vision Invest, Asyad and daa International, combining Saudi investment capabilities with regional logistics expertise and international airport management experience.
• Consortium of Turkish group TAV Airports, a member of Groupe ADP, and Mada International Holding.

According to NCP, the Prince Naif Bin Abdulaziz International Airport project is being developed as a long-term PPP project. Scope of work for the winning bidder includes design, financing, construction, transfer, operation and maintenance of the airport.

The project includes a passenger terminal, supporting airport facilities and upgrades to key airside infrastructure, including the runway, taxiways and aircraft aprons.

The development is aimed at expanding airport capacity and improving operational efficiency and passenger services to meet future aviation demand in the Qassim region, said NCP in a statement.

Matarat Holding and NCP launched the project’s expression of interest process in February, inviting local, regional and international private-sector companies to participate.

Six groups have now qualified for the next stage of the procurement process, bringing the project closer to the selection of a private-sector partner for the long-term development and operation of the airport, it added.

Source: ME Construction News