The Middle East and especially the countries that are part of the Gulf Cooperation Council (GCC) have made a habit of grabbing headlines around the world. Last year in Q3, the Institute of Chartered Accountants in England and Wales (ICAEW) published its Economic Insight Q3 2025 report (produced in collaboration with Oxford Economics), which revealed the GCC economy was on track for 4.1% growth in 2025, increasing to 4.6% in 2026 despite global GDP expansion slowing to 2.7%.

Following recent regional strife and the accompanying disruptions, GCC economies are projected to contract by 0.2% in 2026 according to the ICAEW’s Economic Insight Q1 2026 report. However, the report also said that GCC economies are expected to rebound sharply, with growth forecasts reaching 8.5% in 2027, as a result of strong fundamentals, diversification, and policy reform supporting a return to growth, as energy flows normalise and non-oil sectors strengthen.

The GCC economy continues to be led by two major markets, the UAE and Saudi Arabia, with the latter holding the crown of being one of the most vibrant construction markets in the world. According to the recent Saudi Arabia Construction Market Analysis report produced by Mordor Intelligence, the Saudi construction market size was $133.79bn in 2025, is expected to grow to $142.3bn in 2026, and ultimately reach $186.13bn by 2031, growing at a CAGR of 5.52% from 2026 to 2031. The construction market in the Kingdom continues to be driven by giga-projects under Saudi Vision 2030, the development of transport corridors, housing programs and other infrastructure upgrades.

With 2 offices in the Kingdom, global risk mitigation and dispute resolution firm HKA has been a part of the Saudi construction landscape for over 20 years. The firm has its Regional Headquarters (RHQ) in Riyadh in the 302m tall Kingdom Centre, in addition to their office in Jeddah.

Nader Emile and Hilal Itani, Partners at HKA in Saudi Arabia, share their perspectives on the evolving construction landscape in the Kingdom. From design maturity and cash‑flow pressures to collaboration across the supply chain and the evolving priorities of Vision 2030, they offer insight into how major programmes are being reshaped to improve delivery and long‑term value.

In 2025, the company enjoyed tremendous success. Emile shared that, “2025 was a strong year for HKA. We inaugurated our RHQ, secured high-profile engagement with PIF entities and strengthened our relationship with the government. With the establishment of the RHQ, we are strategically positioned to expand our business with the government across a variety of projects. We have also provided expert services with the Saudi Center for Commercial Arbitration (SCCA) in Arabic and have been actively collaborating with lawyers throughout the Kingdom to secure further expert assignments in the future.”

Emile also notes that in 2025, the firm undertook 2,200 projects worldwide valued at approximately $2.43tn, with average CapEX of $1.25bn spanning 114 countries. He also reports that the disputed costs claimed on average constitute roughly one third of contract budgets, while the Extension of Time (EOT) claims would extend project schedules by approximately two thirds.

Talking specifically about the Kingdom, he notes, “We have worked on hundreds of projects, with 152 projects directly contributing to the Eight Annual CRUX Insight Report. The average CapEX in Saudi Arabia is $1.68bn while the average cost claimed amounts to nearly 27%. The total EOT associated with these projects is approximately 96.2%.”

Key achievements and highlights in 2025

Reflecting on 2025, Emile emphasises HKA’s strong performance and highlights a number of significant achievements.

“There’s plenty to be proud of, but I believe that our training capabilities deserve special praise. We’re well known for our dispute expertise and claims services, but we also do a lot of training with our clients. I’ve been personally engaged in several assignments with employers and contractors and we’ve made a significant impact in terms of raising their capabilities, and the results have been positive in terms of how they are evolving and adopting our approach and methods. Beyond the delivery of claims and our dispute resolution services, we help clients strengthen their own internal understanding of delay analysis and contract management. I personally provide training on delay analysis and disruption methodologies, scheduling techniques, and the preparation of EOT claims,” Emile states.

Here he adds that Itani also undertakes work relating to delay, disruption, prolongation costs, and all of the issues related to change of scope and claims management.

Emile says, “The shift from simply solving a problem for a client to empowering them to prevent issues themselves is rewarding and it’s not only because of training. When we collaborate with clients on our assignments and we conduct Windows analysis or Time Impact Analysis (TIA) or As-Built versus As-Planned analysis, and work with their planners, we also teach them – through our assignment – how to carry out these methods of analysis properly and what the best practices are. It’s highly rewarding to see that we are contributing to the advancement of the construction industry by educating client planners, claims practitioners and internal engineers.”

He emphasises, “Prevention is much better than cure, and helps avoid situations in which we are engaged for claims work only to discover that some clients lack adequate records or do not fully understand the processes involved.”

On a personal note, Emile shares that 2025 has been a particularly memorable year. He has been honoured with the Client Choice Award 2025 for the second consecutive year as a Construction Consulting Expert in Saudi Arabia by Lexology Index (formerly Who’s Who Legal). This achievement reflects the exceptional feedback and trust of HKA’s valued clients. In addition, Emile says he is especially proud to be the only Arabic‑speaking testifying delay expert recognised by Lexology Index in Saudi Arabia.

Itani points to HKA’s client feedback programme as one of his proudest milestones of 2025, highlighting the firm’s strong performance under the Net Promoter Score (NPS) framework. The tool, widely used across professional services, enables HKA to assess client perception and its likelihood of recommendation across the market.

“NPS is a powerful indicator because it goes beyond satisfaction and captures trust, confidence and perceived value,” Itani explains. “It provides objective, candid feedback that allows us to assess where we are performing well and where we can improve.”

In 2025, 85% of respondents classified themselves as promoters of HKA, an exceptionally high result within the advisory and disputes sector. A further 36% awarded the firm an overall score of 10, with 18% providing a perfect rating.

“It is always rewarding to see this reflected at an individual level,” Itani adds. “Achieving a perfect 10 from clients is a strong endorsement of the work we do, and being recognised by our CEO, Renny Borhan, made this one of the most meaningful moments of the year.”

Turning to the firm’s outlook for 2026, and despite heightened regional uncertainty, HKA remains focused on expansion within the Kingdom. According to Itani, the firm has identified 3-clear priorities aligned with market demand and the pace of development under Vision 2030.

“Our first objective is to expand our Saudi team and increase both commissions and expert-related appointments,” he says. “Saudi Arabia market is critical to HKA’s long-term growth, not only because of the scale of current and planned investment, but also because clients are seeking more specialised dispute-ready expertise as projects grow in scale and complexity.”

To support this, HKA is continuing to strengthen its local capabilities by appointing senior experts, transferring forensic delay analysis capacity into the Kingdom, and ensuring the right balance of technical, commercial and contractual skill sets.

“We are positioning ourselves to secure more expert appointments and arbitration-related commissions,” Itani notes. “Nader and I both testify in Arabic, and we are likely the only firm in this segment with Arabic-speaking experts formally registered in Saudi Arabia. That gives us a clear advantage in understanding local procurement practices, dispute frameworks and client expectations”.

Beyond market expansion, Itani emphasises that HKA’s strategy in Saudi Arabia also places strong emphasis on people development. “Our second area of focus is investing in young Saudi talent,” he says. “We believe that sustainable growth in the Kingdom requires more than just expertise, it requires building a pipeline of Saudi professionals who can grow with us and eventually lead major commissions.” This is being delivered through structured training, mentorship programmes and planned succession pathways, he says. “We are not just filling roles; we are building long-term careers,” he adds.

The firm’s third strategic priority is investment in bespoke artificial intelligence solutions aligned with its core services.

“We are not interested in off-the-shelf AI tools that everyone has access to,” Itani explains. “Instead, we are developing tailored solutions around delay analysis, claims management, expert reporting and data-driven dispute resolution – areas where data quality, judgement and repeatability really matter.”

Itani confirms that these tools will leverage existing CRUX data, and notes that there is no fixed launch date yet. “Developing a tool such as this takes time; I believe we’ll be ready in the next 2-years,” he notes.

CRUX in the Kingdom

HKA released the Eight Annual CRUX Insight report titled ‘From Insight to Foresight’ in H2 2025, which features insights from over 2,200 projects from 114 countries valued at US $2.43tn. Since the very first report was first released, it has been extremely well received around the world, thanks to its deep insights into the main causes of claims and disputes on engineering and construction projects. The full report and a powerful interactive dashboard are freely accessible at www.hka.com/crux-insight.

Discussing the report’s popularity, Emile remarks, “It’s been 8-years now and the popularity is growing year after year. We have thousands of downloads, and the readership includes several major employers and contractors. Apart from this, we often present CRUX data to our clients and to other organisations via relevant events. We also use bespoke analysis in our own proposals and include figures and analytical information to back up our capabilities with respect to specific commissions.”

Emile also highlights that HKA will be hosting a Saudi breakfast VIP event in the first half 2026, alongside the delivery of a CRUX webinar in Arabic scheduled for June. “Hilal and I normally host this annual CRUX webinar in Arabic, with a strong focus on the Middle East and Saudi Arabia in particular. We dissect all the findings by sector, contract type, and individual cases. We have been delivering this webinar together for around 4-years now, and it continues to be an important platform for sharing insights relevant to the regional market.”

Asked about whether the CRUX report is published in Arabic, Emile confirms, “We usually have an Arabic language version of the report and we’re hoping the latest edition will be available in Arabic soon.”

Discussing some of the data published in the 2025 edition of the CRUX Insight report in response to a question on whether the causes behind disputes has changed noticeably compared to previous years, Emile responds, “That’s an interesting one; when you look at the cumulative data that’s added annually, it doesn’t dramatically change the overall rankings of dispute causation. This year, we conducted our first time-based comparison by analysing results pre and post 2020 (based on the COVID-19 pandemic timing and impact on the industry). We observed a substantial drop in disputes arising from design-related issues in the Middle East.”

“According to the data, the incidence of disputes related to incomplete design declined from 28.8% to 11.9%. This improvement can be attributed to increased awareness among clients and contractors regarding effective strategies to prevent and resolve these issues before they escalate into disputes. I hope that our CRUX report, along with our training programs and webinars, has contributed to this positive development,” explains Emile.

“In terms of cash flow for instance and payment issues, these were found to have affected 16.7% of projects up to 2020, compared to 25.5% from 2020 onwards globally. That said, the Middle East and Saudi Arabia are affected by this trend as well,” he clarifies.

Asked to delve deeper into the topic of challenges on megaprojects and the advice he has for clients, Emile notes that it’s important to address these issues on megaprojects specifically, as projects of this type amplify the consequences of misalignment, uncertainty, and delay, making their impacts more pronounced and far-reaching than on smaller projects.

“With respect to scope and design issues, it’s essential to address this on massive construction projects. In the Kingdom, significant efforts are underway to enhance megaproject delivery, and our predominant advice regarding scope changes is ‘go slow to go fast’. This guidance, which is emphasised throughout our CRUX report, fundamentally discourages fast-tracking in complex projects. Fast-tracking involves overlapping various project phases, such as initiating construction prior to the completion of the design, which can introduce substantial risks and complications,” he outlines.

“It is essential to cultivate a culture that recognises the value of sacrificing some initial progress to achieve superior long-term project outcomes. Employers should commit to a tighter scope definition and facilitate an Early Contractor Involvement (ECI) approach when integrating technical inputs and insights. During the design development phase, it is imperative that designs are thoroughly reviewed and finalised prior to the commencement of on-site activities. This remains our standard recommendation to our clients.”

“This specific requirement really depends on the type of contract and whether it is Design and Build (D&B), Engineering, Procurement and Construction (EPC) or instances where the design is provided by the employer. In essence, while this approach entails higher initial costs and time investment, it yields significant benefits in terms of scheduling, constructability, management of interfaces and costs, especially for more complex engineering projects,” he continues.

He cautions, “Project stakeholders, particularly contractors, should proactively implement self-protective measures by engaging experienced consultants and contract managers at the earliest possible stage. Ideally, these appointments should occur prior to contract engagement; however, if not feasible, they must be made immediately following contract execution and project commencement. This will enable them to accurately identify assumed risks and anticipate potential risks that could give rise to disputes.”

At this point, Emile notes that clients they work with are actively incorporating these consultancy costs into their bid calculations nowadays and factoring them into their budgeting processes.

Elaborating on the risks associated with project delivery, Emile emphasised the importance of avoiding overlapping project phases, highlighting the direct relationship between scope and design. “There is a real connection between scope of work and design changes; once the scope changes – even where robust change management mechanisms exist in the contract – it inevitably triggers design changes, because the design is typically frozen against a defined scope. Changing the scope therefore changes the design. It becomes a domino effect, or a ‘ping pong’ cycle between scope and design. This is precisely why scope and design issues, whether arising from incomplete, late, or incorrect design, consistently rank among the top 5 causes of claims and disputes.”

Shifting focus to design specifically, Emile explained that, through his and Hilal’s frequent work with project programmes in the context of delay analysis and EOT, they consistently encounter challenges related to how design timing has been accepted, structured, or provided for within the contract programme.

Emile states, “My advice to clients is to include clearly defined milestones specifying when particular stages or elements of the design are required. The logic links and the floats must be managed very carefully, so that each party understands its obligations and delivery timelines in line with its design responsibility.”

Emile further highlighted the importance of well‑drafted and properly interpreted contracts, noting that clarity around design responsibility is critical. “If responsibilities are not clearly defined, delays are almost inevitable,” he explained. “Uncertainty over who is responsible for which design elements often leads to delays across all design phases, as debates over responsibility can stall progress and result in the entire design falling behind schedule.”

Itani advises rigorous gateway checks throughout the design verification process, including budget and programme considerations linked to design development. “Advanced design development is critical in reducing delivery risk,” he says, noting that insufficient design maturity remains a recurring issue across major projects.

Shedding light on aspects relating to cash-flow, Emile notes that it ranks after scope and design issues and observes that it can sometimes be quite surprising to find cash-flow and payment issues are predominant in the Middle East. He comments, “With government budgets shrinking currently and public debt increasing, private finance will need to support large projects more than before. Public Private Partnerships (PPP) therefore need to be strengthened, particularly to address recurring challenges such as unclear project objectives or poorly defined risk allocation – issues that have recently caused difficulties on many projects globally, not only in the Middle East.”

Here, Emile says that it’s important to link what is happening on the ground and what HKA’s CRUX Insight report can add to clients’ businesses. “We are focused on bridging the gap between theory and practice to ensure the findings are applied meaningfully to business decision-making. Drawing on our years of experience in the Kingdom and across the region, we aim to ensure that the insights from CRUX add tangible value to our clients,” he says.

Itani also highlights the growing importance of CRUX as an industry resource. “CRUX represents a vital industry platform, and one of its key strengths is accessibility. The data is freely available on our website, supported by a powerful interactive dashboard that allows users to interrogate the information and extract insights in a way that suits their needs.”

He adds that the platform reflects a significant long‑term investment by the firm. “CRUX is something we are extremely proud of because it represents the culmination of 8-to-10-years of collective effort across HKA. When you consider the depth of analysis and volume of data required to produce even a single table, the scale of work behind CRUX is truly remarkable.”

Emile continues, “We’re really proud of CRUX, and it has also been very rewarding for both Hilal and me as we’ve both contributed to the study and analysis. We can confidently say that only HKA is able to produce insights of this depth and scale, given our global reach and the breadth of projects and contract types we are involved in worldwide. We remain fully committed to the continued development of CRUX with further enhancements and upgrades planned for the future.”

The benefits of true collaboration

The construction supply chain in the Kingdom and across the broader GCC region is made up of hundreds if not thousands of stakeholders. Unfortunately, quite a combative mindset still seems to pervade the supply chain with stakeholders appearing all too eager to blame other parties, rather than working together collaboratively and placing the interests of the client and the project first.

Asked about his thoughts on this, Itani acknowledges that the issue remains prevalent, particularly on large‑scale programmes in the Kingdom, “We see this across many projects, especially major programmes,” he says. “There is a noticeable adversarial mindset amongst stakeholders, mostly driven by schedule pressure, unclear scopes, rapid mobilisation, fragmented interface, and an overarching rush to deliver. This tendency towards blame-shifting rather than collective problem-solving ultimately slows progress and drives claims.”

That said, Itani is clear that these challenges are far from insurmountable. “We’ve applied practical solutions on projects and seen a significant positive impact,” he explains. “Shifting from a mindset of contractual defence to a project-first approach can materially enhance progress onsite. Early collaboration models, for example, or a delivery partner approach along with early warning systems, lessons learned cycles, integrated decision forums, all play a critical role. These mechanisms improve collaboration, accelerate delivery and reduce friction.”

He adds that clarity and discipline are equally important. “When responsibilities are clear and supported by a robust respected change control system, outcomes improve for everybody involved. Promoting a long-term industry mindset also offers a lot of benefits. Many organisations are working together repeatedly across Vision 2030 projects, and a reputation for collaboration is becoming a genuine competitive advantage”. Given the interconnected nature of the current programme pipeline, Itani notes that behaviours are increasingly visible to major clients. “With projects often flowing through entities such as PIF, clients are fully aware of how organisations perform and interact. Those that demonstrate collaborative behaviours and a solutions‑driven approach are more likely to be favoured when future opportunities arise.”

Over the past 2-years, the Saudi market has continued to evolve, with a growing focus on announced projects and those delivering near-term economic impact or tied to events with immovable completion dates.

Commenting on this shift, Itani says: “It’s clear that Saudi Arabia is increasingly focused on delivery and placing greater emphasis on private‑sector participation. Several giga‑projects have been restructured, and in many cases, this has strengthened their overall viability. Actions such as pausing, scaling back, and restructuring aspects should be viewed as strategic prioritisation rather than retreat.”

Emile notes, “We’re seeing this prioritisation of projects taking share through various mechanisms, whether that is deferring specific elements of a project, reducing scope, re‑budgeting, or undertaking value engineering exercises. This is happening in Riyadh, in NEOM and in Jeddah as well, albeit at different scales. Looking ahead to the second half of 2026, we expect a number of significant announcements, with several strong projects in the pipeline.”

In his closing remarks, Itani emphasises that the recent reprioritisation measures ultimately strengthen the Kingdom’s development agenda. “These moves enhance the feasibility, the governance and the delivery capacity underpinning the broader giga-project portfolios, and will ultimately support the successful delivery of Vision 2030, he says. “They signal a shift from capital-intensive, highly futuristic mega-structures towards sectors that offer quicker and more tangible economic returns, such as logistics, AI, mining and event related infrastructure.”

He adds that fixed‑date global events are now acting as a key driver of focus. “In the near future, Saudi Arabia is preparing for EXPO 2030 and the 2034 FIFA World Cup, both of which are immovable deadlines.  When events open on fixed dates, prioritisation becomes inevitable. Concentrating resources on certain programmes will naturally impact others, but this is a strategic decision and, in our view, a necessary and positive one.”

Source: MEConstructionNews

The Dubai Metro Gold Line has been approved by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. The project will be built at an investment of US $9.2bn and will extend over 42km and 18 stations, and will be Dubai’s first fully underground metro line.

The Gold Line will connect to both the Red and Green Lines, while integrating with Etihad Rail, effectively linking Dubai to the UAE’s comprehensive national transportation network, said a statement.

His Highness Sheikh Mohammed’s approval of the project marks a strategic milestone, reflecting the robustness of Dubai’s economy and its accelerating pace of development as the Government of Dubai continues to deliver ambitious infrastructure projects that boost economic growth and enhance quality of life, further elevating the emirate’s global competitiveness, it stated.

Sheikh Mohammed is said to have directed the immediate commencement of the project, with the inauguration scheduled for 9 September 2032 – reflecting a delivery timeframe that is 30% faster than Dubai Metro’s Blue Line.

“Dear brothers and sisters, today we announce Dubai’s largest transport project; a new Dubai Metro line spanning 42km, at a depth of 40m underground. This new route will connect 15 strategic locations in Dubai, serving 1.5m people and supporting mobility across 55 mega development projects currently under construction. The $9.2bn Gold Line project will expand the Dubai Metro network by 35%, with completion scheduled for 9 September 2032.”

He added, “Our major projects to build the world’s best city to live in are ongoing. Our future projects will not stop; rather, they will gather pace. Our mission is to build a better future for millions – for we are a people who say what we do and do what we say.”

Set to serve as a comprehensive urban artery, the Gold Line will bridges Dubai’s historic centre with its future districts. The route will span 15 strategic locations, originating in Al Ghubaiba and crossing several developments, including Mina Rashid, City Walk, Business Bay, Mohammed Bin Rashid City, Nad Al Sheba, Mohammed bin Rashid Gardens, Meydan, Al Barsha South, Jumeirah Village Circle (JVC), and culminating at Jumeirah Golf Estates. The Gold Line significantly enhances urban integration and streamlines mobility across the emirate’s vital economic and residential centres, the statement highlighted.

The Gold Line will connect with the Red Line at 2- locations; Business Bay and Jumeirah Golf Estates, and to the Green Line at Al Ghubaiba. It also links with Etihad Rail at Meydan and Jumeirah Golf Estates, it added.

The new route will serve over 55 development projects and is projected to benefit over 1.5m people by 2040. With daily passenger numbers expected to reach 465,000 people beyond 2040, the Gold Line is set to solidify Dubai Metro’s role as the backbone of the emirate’s mobility ecosystem and the preferred choice for both residents and visitors, the statement explained.

The Gold Line will expand the Dubai Metro network from the current 120km, factoring in the Blue Line, to 162km, a 35% increase. The number of stations will increase from 67 (including the Blue Line) to a total of 85 stations, it added.

His Excellency Mattar Al Tayer, Director General and Chairman of the Board of Executive Directors of the Roads and Transport Authority (RTA) stated: “The Dubai Metro Gold Line marks a strategic milestone in the evolution of Dubai’s public transport network, reflecting the leadership’s vision to develop integrated, sustainable infrastructure that fuels economic growth and enhances quality of life. The project facilitates integration of multi-modal transportation, links Dubai’s key urban hubs and addresses the demands of urban and demographic expansion in line with the Dubai 2040 Urban Master Plan.”

He added, “The Gold Line embodies the RTA’s commitment to adopting international best practices in executing major projects. Led by national talent, the project reaffirms the leadership’s confidence in Emirati cadres and their pivotal role in driving development by delivering landmark achievements that mirror Dubai’s future aspirations.”

Al Tayer said that the Gold Line represents a strategic investment projected to achieve a 430% cumulative economic return over 20-years of operation, driven by savings in time and fuel, as well as reductions in road accident fatality rates and carbon emissions. He also noted that such benefits underscore the critical role of infrastructure projects in fulfilling the goals of the Dubai Economic Agenda, D33, by stimulating the economy, driving sustainable growth, and boosting the value of property and real estate near metro stations by up to 20%, further enhancing the appeal of areas it serves.

“By connecting with the Red Line in 2-locations and with the Green Line in 1-area, the Gold Line is set to drive the integration and sustainability of Dubai’s public transport system, further improving the efficiency of the current network and facilitating mobility across the emirate for both residents and visitors,” he remarked.

Al Tayer explained that the Gold Line will alleviate congestion on the Red Line between BurJuman and ONPASSIVE stations by 23%, and will strengthen Dubai’s connectivity with the other emirates by integrating with Etihad Rail at 2-locations, further advancing the concept of multimodal transportation.

The Gold Line will introduce loops, enhancing seamless mobility across short and long distances in key areas, and will further strengthen the integration and sustainability of the mass transit network, the statement outlined.

Additionally, Al Tayer said the Gold Line will significantly ease congestion across major roads, by bringing about a reduction of over 40m journeys annually, which will improve traffic flow, enhance quality of life and advance environmental sustainability.

Al Tayer said the Gold Line represents an advanced engineering milestone, as it will utilise the latest tunnel boring machine technology for an entirely underground execution, ensuring minimal disruption to residents and existing urban developments.

He added that the project will adhere to the highest international standards of quality and safety, as well as speed of delivery – with plans to complete the Gold Line 30% faster than the Blue Line, reaffirming Dubai’s leadership in executing large-scale projects.

The project is scheduled for tender issuance in 2026, with contract awards to follow in 2027. Construction will subsequently begin, leading to its inauguration on 9 September 2032. This comprehensive timeline underscores Dubai’s commitment to executing strategic projects with maximum efficiency and the highest global standards of quality and excellence, the statement explained.

Source: MEConstructionNews

Arada has unveiled Jenna, a new upscale residential complex situated in the US $9.53bn Aljada mega community in Sharjah.

Based in Aljada’s West Boulevard, the complex’s initial 100 apartments are now available to purchase as part of Jenna 1, with the construction of all 631 homes scheduled to be completed by the end of the first quarter of 2029.

Located near Aljada’s main entrance, Jenna boasts fresh, stylish and contemporary architecture. The 6-building development includes a selection of 1-3 bedroom residences, all of which come with smart home features and high-end appliances as standard.

Jenna is in close proximity to a broad range of premium amenities, including Raffles World Academy Sharjah, which will open in September; Aljada’s sports complex, which be finished by the end of 2026; and Madar Mall, a new family entertainment destination that is on track to be completed by the end of 2028.

The complex is also situated on Aljada’s West Boulevard, which is home to a wealth of shopping and dining experiences, while Jenna residents will also benefit from exclusive access to the buildings’ gyms and swimming pools.

Ahmed Alkhoshaibi, Group CEO of Arada said, “We continue to see impressive resilience in the Sharjah real estate market, which has a well-earned reputation for stability backed by the kind of transformational communities that developers such as Arada are delivering. Offering easy access to a host of world-class amenities as part of one of the region’s top master-planned communities, homes at Jenna are perfectly designed for those who wish to live happier, healthier and more meaningful lives.”

The launch of Jenna comes amid sustained property demand across Aljada and the wider emirate. According to data released by the Sharjah Real Estate Registration Department, total trading value reached US $5bn in the first quarter of 2026, compared to US $3.6bn during the corresponding period of 2025 – a 40.7% year-on-year increase.

Source: MEConstructionNews

Nakheel has awarded contracts worth over US $953mn to Ginco General Contracting and United Engineering Construction (UNEC) for the construction of 544 villas on Palm Jebel Ali. This milestone marks a significant achievement in the delivery of one of Dubai’s key waterfront developments.

Under the awarded contracts, Ginco will construct 354 villas across Fronds A to D, while UNEC will deliver 190 villas on Fronds E and F. Construction is scheduled to commence this quarter, with completion targeted for Q4 2028.

Khalid Al Malik, Chief Executive Officer of Dubai Holding Real Estate said, “The awarding of these contracts signals tangible progress in the delivery of Palm Jebel Ali, with construction now progressing across multiple fronds. As momentum continues to build, Palm Jebel Ali represents one of the most significant expansions of Dubai’s urban coastline in a generation and will play a key role in supporting the emirate’s long-term growth, further strengthening its global appeal as a great place to live, invest and visit.”

Gheyath Mohammad Gheyath, Founder and Chairman of Ginco General Contracting added, “We are delighted to continue our successful journey in construction and development with Nakheel. This ongoing partnership is a testament to the strength of our relationship and our strong performance. We pledge to complete this project to the highest standards, and we remain committed to contributing to the realisation of our shared vision for this vibrant city.”

Eng. Abdul Halim Muwahid, Chairman of United Engineering Construction (UNEC) said, “Palm Jebel Ali is a remarkable project that stands as a testament to our shared vision and collaboration. Together, we are not just building communities, we are building tomorrow’s legacy, today. We deeply value our partnership with Nakheel and remain committed to sustaining and strengthening this relationship as we move forward toward continued success.”

Palm Jebel Ali plays a crucial role in Dubai’s urban expansion. It contributes to the transformation of the emirate’s southern coastline and reinforces its long-term vision for sustainable, high-quality waterfront communities, said a statement.

The awarded villas are part of a broader collection of 10 architectural styles. These styles are designed to maximise waterfront positioning and sea views while incorporating smart-home features and sustainability-focused design principles, it added.

The latest contract awards build on the progress made at Palm Jebel Ali and align with the goals of the Dubai 2040 Urban Master Plan and the Dubai Economic Agenda D33. These goals support Dubai’s ambition to establish itself as a global leader in premium waterfront living.

Source: MEConstructionNews

Qatar General Electricity and Water Corporation (Kahramaa) has invited bids for a major 2026 expansion of the country’s power transmission system.

The tender covers an engineering, procurement and construction (EPC) contract for new substations across multiple voltage levels, including 400/132/11kV, 132/11kV and 66/11kV facilities, as well as the installation of 400kV extra-high voltage cables, said Kahramaa said in a statement.

The project forms part of the utility’s broader strategy to expand its transmission network and improve reliability and operational efficiency.

The work has been divided into several packages, including the construction of new 132/11kV and 66/11kV substations, the development of a 400/220/132kV substation, upgrades to existing substations, and the installation of 400kV power cables, said the statement.

The deadline for submitting the bids has been set at May 14.

Source: MEConstructionNews

Dahbashi Engineering has announced its transition to on-grid solar power at its headquarters in Dubai Industrial City. The initiative underscores the company’s commitment to sustainable growth and regional energy efficiency goals.

The newly-implemented solar system at Dahbashi Engineering is designed to provide approximately 50% of the facility’s annual electricity consumption, said a statement from the company.

By leveraging the Shams Dubai net-metering framework, the project allows for any surplus power generated to be fed back into the grid, further supporting Dubai’s clean energy infrastructure, it stated.

The move comes at a pivotal time for the UAE’s renewable energy sector. According to recent industry research from Mordor Intelligence, the UAE solar energy market size is expected to grow to 48.85GW by 2030, representing a significant CAGR of 35.48%.

This rapid expansion is increasingly driven by commercial and industrial (C&I) demand, which is projected to grow at a 10.3% CAGR through 2031 as businesses seek to decouple from traditional gas-dominated power, it continued.

Co-founder and CEO Saleem Ahmed said, “Our transition to on-grid solar is a practical, long-term decision rooted in both environmental responsibility and operational stability. Integrating renewable energy is a core requirement for a resilient industrial ecosystem. This project allows us to significantly reduce our footprint while securing a predictable and efficient energy supply for decades to come.”

The initiative is estimated to deliver a 30% reduction in electricity-related operational costs. It also reflects a broader shift in the UAE power market, where behind-the-metre solar installations are becoming increasingly attractive as they can deliver tariffs significantly below standard grid rates.

“While current regulations limit the maximum allowable solar capacity at the Dubai Industrial City site to 450kW based on the total connected load, Dahbashi Engineering intends to use this project as a blueprint for potential renewable energy integrations across its wider GCC and Indian subcontinent network,” he added.

Source: MEConstructionNews

SSH has secured the design and supervision contract for Expo Valley Views, the upcoming chapter in Expo City Dubai’s sustainable living narrative. The development boasts over 800 planned 1-,2- and 3-bedroom apartments complemented by 10 retail units, creating a neighbourhood ecosystem, said a statement.

Featuring contemporary homes inspired by the natural rhythm of the valley, the community brings architecture, landscape and light into effortless balance, forming part of a sustainable, human-centric neighbourhood aligned with Net Zero 2050 ambitions, SSH noted.

Under the contract, SSH will provide lead design consultancy services in various fields, including architecture and interior design, structural, mechanical, electrical, and civil engineering, roads and infrastructure, and public realm and landscape design. Additionally, SSH will offer construction supervision services.

Expo Valley Views is said to be more than just a residential development; it embodies the city’s vision of creating climate conscious communities centred around comfort, nature, and connectivity. It prioritises well-being and fosters social interaction, aligning with Dubai’s forward-thinking urban vision, the statement explained.

The project blends contemporary and mid-century design and architecture, drawing inspiration from mountain landscapes. Shaded courtyards and sculpted podiums coexist with elegantly proportioned residential towers, while low-rise buildings of varying heights form a terraced skyline, the statement outlined.

Residents will have access to a range of amenities, including horse trails, multiple pools, fitness facilities, yoga terraces, an indoor kids’ club, children’s play areas, games rooms, a multi-purpose community hall, BBQ and outdoor dining spaces, an events lawn, and a central community plaza for social gatherings.

Source: MEConstructionNews

Dar Global has appointed Al Dahlawi Company for Contracting as the contractor responsible for delivering works at Amaya, its flagship masterplan development in Jeddah. This appointment signifies a significant milestone in the progress of the integrated urban district, which occupies 1m sqm in one of the city’s strategic location.

The scope of work encompasses the delivery of crucial phases of the masterplan, which will support the development of residential neighborhoods, commercial destinations, and community amenities within Amaya, in accordance with the project’s development timeline.

Amaya, billed as a live-work-play destination, integrates residential communities, business opportunities, retail destinations, and lifestyle amenities within a planned urban environment. Positioned as the Beverly Hills of Jeddah, it establishes a new benchmark for elevated living, exclusivity, in the city.

The appointment of the main contractor underscores Dar Global’s commitment to delivering its developments on time and in accordance with established timelines. This commitment aligns with Dar Global’s vision of transforming Jeddah into a global destination for investment, business, and modern urban living.

Amaya is a key component of Dar Global’s expanding portfolio of large-scale developments in Saudi Arabia. This development reinforces Dar Global’s strategy of creating integrated communities that prioritise connectivity, lifestyle, and long-term investment value.

The masterplan will also house Trump Plaza Jeddah, a mixed-use destination that will serve as the commercial and lifestyle hub of the development.

Source: MEConstructionNews

Saudi Power Procurement Company, under the supervision of the Ministry of Energy, has launched the qualification bid process for the second group of Battery Energy Storage System (BESS) package consisting of a total of 6 projects.

The combined capacity of Group 2 BESS projects is 3000MW for a 4-hour storage duration (12,000MWh).

Three of these 500MW/2000MWh projects are located in the Makkah province and one each in Madinah; Qassim and the Eastern province.

Each project will be developed under a build-own-operate (BOO) model, with the winning consortium holding 100% equity in the special purpose vehicle (SPV) set up to develop and operate the Independent Storage Provider (ISP) project.

Each SPV will enter into a storage services agreement with Saudi Power Procurement Company, it stated.

As part of the current qualification process for energy storage projects, the Principal Buyer has opened qualification for solar PV, wind and future energy storage projects to be tendered at a later stage.

The National Renewable Energy Program (NREP) aims to increase the share of installed capacities from renewable energy sources and energy storage systems in the energy mix to reach around 50% by 2030, subject to electricity demand growth.

Source: MEConstructionNews

Dubai has announced plans for a dedicated metro link connecting its 2 international airports, marking a significant expansion of the emirate’s fast-growing metro network.

The RTA has invited consultants to bid for a contract to study and design the proposed Airport Express Line, which will link Dubai International Airport (DXB) in Al Garhoud to Al Maktoum International Airport (DWC) in Jebel Ali, according to a MEED report.

The planned line will run approximately 55km and include 5 stations, offering integrated passenger services such as remote airline check-in, baggage drop-off and security screening, aimed at streamlining the travel experience between the two aviation hubs.

Consultants have been given until June to submit proposals for the project.

The Airport Express Line is expected to originate from the Red Line station at DXB, passing through Al Jaddaf and running along Al Khail Road to a new station at Jumeirah Village Circle (JVC), before continuing onwards to DWC.

Two other lines are also planned – one will connect the JVC station to the Al-Fardan Exchange Metro Station at Emirates Golf Club, while the second will branch towards Business Bay, where an additional station will be developed.

The alignment is understood to broadly mirror the route of the Etihad Rail high-speed railway project, currently under construction and targeted for completion by 2030.

Source: MEConstructionNews