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THE DEFINITIVE GUIDE TO THE REGION'S CONSTRUCTION PROFESSIONALS J A N U A R Y 2 0 2 6 | C B N M E . C O M Wired for Infrastructure Lydia Walpole, Senior Director of Global Performance at Bentley Systems, discusses why the Gulf has become a proving ground for AI-enabled, performance-led project delivery Meet the 10 RISING Developers giving the UAE a new, design- led silhouette Where the Next Dream Is Built Inside Hill International’s role at Zayed National Museum Legacy Poured in Concrete:

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New IVECO S-Way: high technology and efficiency on all missions A wide choice of Euro III / V diesel engines, delivering class-leading power from 360 hp to 560 hp Euro III / 570 hp Euro V and superior fuel economy. 12-speed HI-TRONIX automated transmission with the most advanced technology in its category, electronic clutch and best-in-class torque-to-weight ratio. Full range of fuel-saving devices, such as anti-idling feature, EcoSwitch, Ecoroll and Smart Alternator. Top levels of comfort and safety, with a completely redesigned and reinforced cab, featuring enhanced direct visibility and enlarged cab livability. Drive the new way.

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18 SUB-CONTRACTOR CRAFTED TO COMPLETION Raji Daou, CEO of DMDC Contracting, has grown a one-man operation into an 800-strong, fully integrated contractor in Dubai’s high-end market, building the business on trust, in-house control and meticulous delivery—from complex villa upgrades to the launch of the DMDC Estates division 20 PROJECT LEGACY WOVEN CONCRETE Samer Tamimi, Senior Vice President at Hill International Inc., lifts the curtain on the intricate project management story behind the Zayed National Museum, the cultural heart of Saadiyat Island. From coordinating specialist systems to honouring a nation’s heritage, he explains how Hill is helping to deliver a landmark worthy of the UAE’s founding father. 24 MACHINERY TOWERING WORKHORSES Six Raimondi flat-tops drive construction of Sharjah’s newest Central Business District - Aljada 26 TECHNOLOGY CODE BEHIND CONSTRUCTION From Riyadh’s giga-projects to Dubai’s skyline, construction is becoming a data business as much as a concrete one. Ryan Kunisch, Vice President of Global Product at Oracle Construction and Engineering, explains how a new generation of cloud tools is stitching projects together from bid to handover. 30 CONSULTANTS ENGINEERING CLARITY INTO COMPLEXITY Ryan Bray, Partner at CSQ, reflects on how a partner-led, multi-disciplinary team can steady ambitious programmes, weaving sustainability, risk intelligence and digital tools into projects that are planned with precision and delivered with quiet confidence across the UAE and beyond 40 TOP 10 RISING DEVELOPERS IN UAE WHERE THE NEXT DREAM IS BUILT Inside the 10 RISING developers who are giving the UAE a new silhouette 58 NEWS WYNN RESORTS & MARJAN CELEBRATE CONSTRUCTION TOPPING OUT OF ICONIC RAK RESORT The Wynn Al Marjan Island tower has officially topped out at 283 meters, marking a key milestone in the UAE’s first fully integrated resort 62 PROJECT ADVISORY MANAGING DISPUTES IN A FAST- TRACK GULF As Saudi Arabia’s giga schemes surge ahead and UAE megaprojects multiply, the shape of construction disputes is changing fast. Samuel Whitehouse, Managing Director at FTI Consulting, outlines where tensions are building, how claims are being handled, and why stronger project controls and smarter dispute boards will define the next phase of delivery. 66 FM QUIET ENGINES OF SUSTAINABILITY Jamal Abdulla Lootah, Group CEO of Cleanco Group and President of MEFMA, speaks to Vibha Mehta about Cleanco’s four- decade journey, its role in advancing the UAE’s sustainability and waste management ambitions, and how an integrated FM, waste treatment and engineering platform is reshaping the future of environmental services 68 EXPERT INSIGHT THE MIDDLE EAST’S WATER CROSSROADS Why integrated thinking and new partnerships matter more than ever? 70 TALKING POINT REDEFINING SUCCESS IN MIDDLE EAST CONSTRUCTION THROUGH EXPERT CONSULTANCY Wajdi Marroun, Managing Director at Versatile International, notes that specialist consultants are increasingly helping developers turn ambitious visions into reality by optimising supply chains, managing risk, and enhancing long-term asset performance. 72 EDITOR’S CHOICE ONE TO WATCH A flagship project that captures the very pulse of tomorrow, distilling the market’s direction and the quiet evolution of the built world into a single, resonant expression of vision and craft 34 34 COVER STORY Code, Concrete and the Middle East’s New Infrastructure Moment WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 3

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A serene sanctuary at the heart of the city’s dynamic landscape, Le Méridien Dubai Hotel & Conference Centre redefines the art of urban hospitality. Set across 15 acres of immaculately landscaped gardens, the hotel offers an elegant retreat just moments from Dubai International Airport, placing guests within effortless reach of the city’s most iconic districts, from Dubai Mall and Burj Khalifa to the storied charm of the Gold Souk and Dubai Creek. With 580 beautifully appointed rooms and suites, the property invites travellers into a world where contemporary design meets the timeless sophistication of the Le Méridien brand. The distinguished 196 rooms in the Le Royal Club wing elevate the experience with spacious, light-filled rooms, and refined club privileges, while select ground-floor accommodations in the main building open directly onto lush gardens and tranquil pools, offering a resort-like ambience rarely found in the city. Well-being is woven into the hotel’s DNA. Guests may indulge in five swimming pools, unwind in serene outdoor enclaves, or train at one of Dubai’s most expansive and advanced fitness facilities, staffed by expert coaches and equipped with cutting-edge technology to nourish mind, body, and spirit. At the heart of the property lies an extraordinary culinary journey. Housing 18 acclaimed restaurants and bars, Le Méridien Dubai is home to some of the city’s most storied dining institutions. From the ever-legendary Seafood Market, celebrated for its market-style freshness, to Casa Mia, Dubai’s pioneering Italian restaurant, each venue reflects a passion for authenticity, craftsmanship, and memorable dining artistry. A beacon for global meetings and events, the hotel features more than 44,000 sq. ft. of versatile event spaces, comprising 24 impeccably designed venues outfitted with modern audiovisual capabilities. Whether orchestrating a grand celebration for 1,750 guests, hosting an international exhibition, or curating an intimate executive gathering, the hotel’s specialist events team and award-winning culinary experts bring each vision to life with impeccable precision and creative flair. From inspired dining to world-class event facilities, and from resort-style relaxation to unmatched convenience, Le Méridien Dubai Hotel & Conference Centre stands as a destination where cosmopolitan energy and cultivated luxury converge, inviting every guest to unlock a stay that is truly memorable. Rediscover Inspiration at Le Méridien Dubai Hotel & Conference Centre

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T here is a particular kind of silence that only appears in December. The emails slow, the calendar stops shouting, and mornings stretch just enough for a second coffee that is actually tasted, not inhaled between calls. For a little while, the laptop stayed shut, the phone finally learned how to face down, and the pace that usually defines my days softened into something quieter, slower, almost indulgent. Those days felt wonderfully ordinary in the best possible way. Long, lazy breakfasts. Evenings with no agenda. Time to read something that was not a brief or a press release. Conversations that were not squeezed between “you’re on mute” and “you’re breaking up.” It was a small but precious rebellion against a year that moved at construction-site speed — loud, demanding, relentless. And yet, like all good things, the pause was brief. That is the paradox of our so-called downtime: we wait for it, crave it, and when it finally arrives, it feels too short, too fleeting to hold everything we hope it will. But even a few stolen days can create the mental space to look back, and to look ahead. Looking back, this past year feels like a highlight reel played on fast-forward. New developers entering the market. Off-plan launches that sold out before the ink dried. Contracts signed at a scale that would have felt ambitious even five years ago. We watched sand become structure, and structure become a statement, over and over again. The Middle East did not just stay busy — it raised the tempo. For us as a brand, it was no different. We experimented, stretched, and said yes to things that scared us just enough: bolder covers, deeper features, bigger rooms filled with the people who are physically building the future. There were late nights, impossible deadlines, and more than a few “how are we going to pull this off?” moments — but we did, together. Now, with the holiday glow just about fading and the inbox returning to its usual personality, I feel something I did not reasonably expect: genuine, wholehearted excitement. I am stepping into 2026 with a rested mind, a whole notebook, and a sharper sense of what I want this year to hold — for me, for our team, and for this industry. We have plans that feel bigger than a checklist: conversations we want to start, stories we want to tell, and groundbreaking moments we want to stand in the room for. If last year was about keeping pace with the region, this year is about matching its ambition — and maybe, in a few small ways, helping to shape it. The break was short. The energy is not. Let’s get back to building. L E T T E R F RO M T H E E D I TO R Pause, Then Power On! Vibha Mehta Editor-in-Chief vibha@bncpublishing.net Vibha Mehta vibhamehta01 @vibhamehta01

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PROPERTIES solproperties.ae 800-765-1 Learn More

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Keep up to date with all the latest news, features and much more on our website and social media platforms CBNME.COM CBNME @CBNME CONSTRUCTION BUSINESS NEWS MIDDLE EAST SUBSCRIBE subscriptions@bncpublishing.net PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries, contact jo@bncpublishing.net T +971 50 440 2706 All rights reserved © 2025. The opinions expressed are solely those of the contributors. Construction Business News Middle East and its affiliated publications in the MENA region are exclusively licensed to BNC Publishing. No part of this magazine may be copied, reproduced, or transmitted in any form or by any means without prior written consent from the publisher. Printed by United Printing and Publishing | upp.ae Images used in Construction Business News Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited courtesy Shutterstock. CEO Wissam Younane wissam@bncpublishing.net Managing Director Rabih Najm rabih@bncpublishing.net Group Publishing Director Joaquim D'Costa jo@bncpublishing.net Editor-in-Chief Vibha Mehta vibha@bncpublishing.net Commercial Director Andrea Mocay andrea@bncpublishing.net Editorial Assistant Aya Zhang aya@bncpublishing.net Digital Reporter Reeba Asghar reeba@bncpublishing.net Creative Lead Christian Harb chriss@bncpublishing.net Junior Art Director Rizaldi Febrian Marketing Executive Aaron Joshua Sinanbam aj@bncpublishing.net Multimedia Eduardo Buenagua and Joel Amparo 10 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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Das gute Licht. Protecting the night sky BEGA pole-top luminaires with BugSaver® technology protect nocturnal fauna by reducing the color temperature from 3000 Kelvin to an amber color around 1800 Kelvin, which reduces the light attractive effect. The color temperature and output can be controlled dynamically. bega.com/bugsaver

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M ubadala Investment Company, an Abu Dhabi sovereign investor, and Aldar have launched a landmark joint venture to expand Al Maryah Island, unlocking the next phase of growth in the international financial district and further enhancing Abu Dhabi’s global position as the “Capital of Capital”. WITH A GROSS DEVELOPMENT VALUE EXCEEDING AED 60 BILLION, THE NORTH SIDE OF AL MARYAH ISLAND HOLDS THE FINAL UNDEVELOPED BANK OF LAND, WHICH SPANS ALMOST 500,000 SQM. THE PROJECT WILL COMPRISE 1.5 MILLION SQM OF NEW OFFICE, RESIDENTIAL, RETAIL, AND HOSPITALITY SPACE — seamlessly integrating commerce, community, and lifestyle, and further elevating Al Maryah Island’s distinctive blend of international business and luxury living. The mixed-use development will significantly enhance ADGM, Abu Dhabi’s international financial centre and the region’s leading IFC. ADGM has experienced unprecedented momentum, with more than 11,000 active licences now registered in the free zone, positioning it among the fastest- growing financial hubs worldwide. Demand for space is robust, with almost 40,000 individuals already based within the financial district. The expansion of Al Maryah Island will deliver more than 450,000 sqm of additional Grade A office space – effectively doubling the island’s total supply and reinforcing its position as a leading global financial hub. Due to the influx of international investors and professionals, luxury homes at Al Maryah Island are in high demand, with MUBADALA AND ALDAR PLAN AED 60BN+ EXPANSION OF AL MARYAH ISLAND FINANCIAL DISTRICT 1.5 million sqm mixed-use expansion on Al Maryah Island by an Aldar (60%)– Mubadala (40%) JV, extending their 20+ year strategic partnership in Abu Dhabi’s financial district CBNME / REGIONAL NEWS 12 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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Authority, said: “Today’s landmark expansion of Al Maryah Island marks a pivotal step in strengthening Abu Dhabi’s standing as a global capital for finance. With ADGM at the heart of this transformation, the development reflects our ambition to create one of the world’s most progressive and connected financial districts, an ecosystem where international institutions, investors, and innovators can thrive. This next chapter reinforces Abu Dhabi’s long-term economic vision and accelerates our journey in shaping a dynamic, future-ready hub that sets new global benchmarks for growth, opportunity, and impact.” Improving connectivity is core to the area’s broader infrastructure plans. THE MASTER PLAN ENVISIONS CREATING A SUSTAINABLE, CONNECTED ENVIRONMENT WITH 2.5 KM OF AIR-CONDITIONED PEDESTRIAN CORRIDORS, MORE THAN 12,000 PARKING SPACES, AND 20% OPEN SPACE AT THE HEART OF ABU DHABI’S FINANCIAL DISTRICT. Three new bridges are proposed to connect the north side of Al Maryah Island to Reem Island and the Abu Dhabi mainland, ensuring that Saadiyat Island is less than a 10-minute10- minute drive away. Enabling works are scheduled to commence in 2026. The partners have a strong track record of collaboration on Al Maryah Island, demonstrated through projects such as Al Maryah Tower and the upcoming One Maryah Place. They are also nearing legal completion of a retail joint venture that will own and operate Abu Dhabi’s premier shopping destinations, including The Galleria Al Maryah Island, Yas Mall and the upcoming Saadiyat Grove Mall. The expansion of the Al Maryah Island joint venture marks the next chapter in this long-term partnership, which is shaping the future of Abu Dhabi’s most essential destinations. branded residential properties such as the W and St. Regis currently under development. The new expansion is expected to further support this influx by adding more than 3,000 luxury waterfront residences. The expansion will further enhance Al Maryah Island’s position as Abu Dhabi’s leading lifestyle and business destination, introducing new experiences that build upon the island’s fully integrated urban ecosystem. Already home to The Galleria — the capital’s premier luxury shopping destination, Cleveland Clinic Abu Dhabi, ACTIVE – one of the UAE’s largest and most advanced urban sports hubs, and the UAE’s most Michelin Guide- awarded dining location; Al Maryah Island will continue to redefine modern city living with an additional 40,000 sqm of experiential luxury retail, dining, and a world- class marina. At the forefront of the island’s next phase is the Al Maryah Waterfront enhancement project, featuring a striking bay fountain with water shows soaring to heights of up to 75 metres. This new centrepiece will anchor a reimagined coastline, adding vibrant dining, leisure, and event spaces that complement the island’s existing energy and appeal. With business and leisure visitors expected to grow, demand for hotel space will also increase. The masterplan includes new hotels, building on the existing luxury offering anchored by the Four Seasons and Rosewood Abu Dhabi. Dr Bakheet Al Katheeri, Chief Executive Officer of UAE Investments Platform at Mubadala, said: “This landmark joint venture marks a defining moment in realising the full potential of Al Maryah Island. As Abu Dhabi’s premier business and lifestyle destination, Al Maryah has always embodied Mubadala’s long-term commitment to cultivating globally competitive, future- ready destinations. By unlocking the island’s final major landbank, we are accelerating its evolution into one of the world’s most dynamic financial and lifestyle hubs — expanding its commercial strength, enhancing its residential and retail offering, attracting international investors, and reinforcing its vital role at the heart of Abu Dhabi’s economic diversification journey.” Talal Al Dhiyebi, Group Chief Executive Officer of Aldar, said: “This expansion represents a pivotal milestone for Abu Dhabi’s continued growth as a global financial centre, with ADGM at its heart. With Mubadala and Aldar’s proven track record in master planning and delivering iconic destinations, we are collaborating to create a world-class, mixed-use environment that will attract leading businesses, investors and talent from around the world. It will support the UAE’s vision for a diversified and knowledge-based economy while enhancing the capital’s allure as a place to live, work and invest.” Salem Al Darei, Chief Executive Officer of ADGM WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 13

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I n a step aimed at advancing construction activities, Expo 2030 Riyadh has awarded its Main Utilities and Civil Works package to Nesma & Partners – marking a significant moment in the journey to bring to life one of the most ambitious global mega-events ever developed. This milestone demonstrates the project’s increasing momentum as it shifts from early works to large-scale construction activity. The Main Utilities and Infrastructure Works package aims to prepare the site for subsequent construction phases and supports the operational requirements of the event itself. The scope of work includes constructing roads within the Expo site, and installing essential utilities that will form the infrastructure backbone of the entire development. Around 50 kilometers of infrastructure networks will be delivered as part of this package – including water, sewage, EV charging stations, and electrical & communication systems. Together, these works are essential to support the next stages of master plan development and allow Expo 2030 Riyadh’s experience- defining structures to take shape. “This milestone marks an important step in accelerating construction activities in the Expo 2030 Riyadh site,” commented Talal Al- Marri, CEO of Expo 2030 Riyadh Company. “By moving early on the infrastructure that underpins the entire site, we are creating the conditions for safe, coordinated, and high- quality delivery across all future phases of development, while ensuring a lasting legacy well beyond 2030. The contract has been awarded ahead of schedule to accelerate the delivery timeline as part of a phased approach that will see construction across infrastructure, buildings, and public spaces advance steadily through 2026 and into early 2027. ” Samer Abdul Samad, President & Chief Executive Officer of Nesma & Partners, said: “We are proud to be entrusted with delivering this phase of infrastructure for Expo 2030 Riyadh. This project is not only about scale, but also about precision, integration, and responsibility. Our focus will be on delivering high-quality infrastructure that supports the ambition of Expo 2030 Riyadh and sets a strong foundation for everything that follows.” Expo 2030 Riyadh Company has embedded high standards for quality, sustainability, innovation, worker welfare, and health and safety into the delivery of the works, reinforcing its commitment to responsible construction and creating a safe, inclusive environment for everyone involved in the program. EXPO 2030 RIYADH AWARDS MAIN UTILITIES AND CIVIL WORKS PACKAGE TO NESMA & PARTNERS Expo 2030 Riyadh continues to gather momentum with the award of its Main Utilities and Civil Works package to Nesma & Partners The Main Utilities and Infrastructure Works package aims to prepare the site for subsequent construction phases and supports the operational requirements of the event itself CBNME / REGIONAL NEWS 14 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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I n a landmark moment for the global real estate and luxury automotive industries, Binghatti Developers, Dubai’s largest and fastest-growing property developer, and Mercedes-Benz, the luxury automotive brand, are coming together once again to unveil Mercedes-Benz Places – Binghatti City, a visionary development with an investment value of AED 30 billion. This new project marks Mercedes-Benz’s second branded residential development with Binghatti and introduces an extraordinary milestone for the developer: Binghatti City, the first master-planned community in the company’s history. Rising across 10 million square feet in the Meydan area, Mercedes-Benz Places – Binghatti City will be a multi-tower branded city, integrating an elevated collection of Mercedes- Benz residential towers within a cohesive urban ecosystem. THE NEXT-GENERATION DISTRICT BRINGS TOGETHER LUXURY LIVING, MOBILITY INNOVATION, AND MERCEDES-BENZ’S SENSUAL PURITY DESIGN PHILOSOPHY, UNIFIED WITHIN A COMMUNITY- FOCUSED VISION. A City Within a City: A Complete, Integrated Lifestyle Experience Mercedes-Benz Places – Binghatti City is envisioned as a self-sustained urban ecosystem, a city within a city where every aspect of modern life is seamlessly integrated across luxury residences, cultural and leisure districts, retail boulevards, parks and green corridors, mobility hubs, wellness and sports zones, and vibrant dining, entertainment and community spaces. Chairman, Muhammad BinGhatti stated, “To partner once again with Mercedes-Benz is a testament to our shared philosophy of excellence, precision, and timeless design. Mercedes-Benz Places – Binghatti City is envisioned as a world-class urban experience, a place where luxury and innovation converge to create a complete city within a city. This masterplan will become one of Dubai’s most distinguished destinations and a true symbol of elevated living.” The landmark signing ceremony was held at the Mercedes-Benz Museum in Stuttgart, Germany, between Chairman Muhammad Binghatti and Mathias Geisen, Member of the Board of Management of Mercedes- Benz Group AG, Marketing & Sales, marking the official beginning of this extraordinary second collaboration. The project is set to be officially launched on 14 January 2026. Commenting on the collaboration, Mathias Geisen, Member of the Board of Management of Mercedes- Benz Group AG, Marketing & Sales, stated: “Creating extraordinary experiences for our customers is at the core of who we are. With our next branded real estate project ‘Mercedes-Benz Places – Binghatti City’ in Dubai we are taking this promise to a new level, shaping destinations where our brand becomes something you can truly call home.” At the heart of the project lies the Mercedes-Benz design philosophy of Sensual Purity, which becomes a defining force behind the architectural and experiential vision of Binghatti City. This philosophy is celebrated for its fusion of emotion and intelligence shapes every contour, silhouette, and spatial experience throughout the masterplan, resulting in timeless, beautiful environments crafted as serene sanctuaries within the city. BINGHATTI DEVELOPERS AND MERCEDES-BENZ UNVEIL AED 30 BILLION ICONIC COMMUNITY Binghatti Developers and Mercedes-Benz are redefining the future of branded real estate with the launch of Mercedes-Benz Places – Binghatti City Chairman Muhammad Binghatti and Mathias Geisen, Member of the Board of Management of Mercedes-Benz Group AG, Marketing & Sales CBNME / REGIONAL NEWS 16 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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Haider Abduljabbar, Executive Director of TownX The strategic location of Ashley Hills in Arjan offers excellent connectivity to major roads T ownX, one of Dubai’s fastest-growing real estate developers with an AED 4 billion project portfolio, has announced a significant milestone in the construction of its AED 662 million Ashley Hills project. In just four months since the project launch, the development has reached 40% construction progress, demonstrating the company’s efficiency and commitment to delivering high-quality residential communities. Located in the heart of Arjan, Ashley Hills is a flagship development that will feature 616 residential units across 400,000 square feet of sellable area. The project is designed to offer a mix of spacious apartments that cater to families and investors seeking modern, sustainable living spaces in one of Dubai’s fastest-growing districts. The project’s progress includes several key milestones. Site mobilization, enabling works, piling and foundations, and substructure works have all seen notable progress, with significant advancement made on the superstructure and internal works. The external envelope and building services are also underway, while internal finishes are in progress. External works and infrastructure are set to begin in the coming months. In August 2025, TownX appointed Ocean Stone as the main contractor for the project. Ocean Stone, known for their extensive experience in large-scale residential developments, has been instrumental in driving the project forward and ensuring timely progress. Haider Abduljabbar, Executive Director of TownX, commented: “We are extremely proud of the remarkable progress made in just four months of construction. Achieving 40% completion is a testament to the hard work of our team and our contractors, whose collaboration has been instrumental in reaching this milestone. We are excited about the future of this project and remain focused on delivering Ashley Hills on time while maintaining the high standards TownX is known for.” The rapid progress reflects TownX’s dedication to meeting the growing demand for high-quality residential options in Dubai. The strategic location of Ashley Hills in Arjan offers excellent connectivity to major roads such as Sheikh Mohammed Bin Zayed Road and Al Khail Road, along with access to schools, retail centers, parks, and recreational facilities, making it an ideal living destination. SINCE ITS INCEPTION IN 2017, TOWNX HAS FOCUSED ON DELIVERING PROJECTS AHEAD OF SCHEDULE AND WITH ATTENTION TO DETAIL. WITH OVER 1,567 UNITS DELIVERED AND 1,174 APARTMENTS CURRENTLY IN DEVELOPMENT, THE COMPANY CONTINUES TO EXPAND ITS FOOTPRINT IN DUBAI’S REAL ESTATE MARKET. Ashley Hills is another milestone in TownX’s efforts to create residential communities that meet the needs of modern families while delivering long- term value. Other key developments delivered by TownX include Easy18, Easy19, Luma21, Luma22 and Luma Park Views in JVC. Ongoing projects include 11 Hills Park at Dubai Science Park and Ashley Hills in Arjan. TOWNX ACHIEVES 40% CONSTRUCTION PROGRESS AT ASHLEY HILLS IN FOUR MONTHS WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 17

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How would you describe DMDC Contracting’s core strengths in today’s competitive construction market? I would say DMDC Contracting’s greatest strength is trust. From the beginning, we built the company through word of mouth rather than advertising, by focusing on delivering consistently high- quality work and reliable outcomes. That approach has taken us from a single individual to a team of more than 800 people. In a highly competitive market, we focus on the fundamentals— quality, clarity, and a smooth client experience. ENTRUSTING SOMEONE WITH A PROPERTY IS A SERIOUS RESPONSIBILITY, AND WE TAKE IT SERIOUSLY. Ultimately, people work with people they trust, and our reputation has been built on honesty, transparency, and accountability. Which recent project best showcases DMDC’s capabilities and approach to quality and delivery? One project that really showcases our capabilities is Villa 54 at Aseel in Arabian Ranches. It was the first villa we renovated under our new division, DMDC Estates, and it marked the start of an exciting new chapter for us. The vision behind that project earned recognition at the Architecture Leaders Awards, which was a proud moment for the entire team. How do you ensure projects stay on time and within budget without compromising standards on site? It comes down to strong teams supported by clear systems. Our project managers and designers work closely with clients to set realistic timelines and budgets from the outset. Once aligned, our processes ensure disciplined execution at every stage. When challenges arise, they are addressed quickly and proactively, often without the client feeling the disruption. The focus is always on staying on track while maintaining the standards we are known for. What role do technology and digital tools play in how DMDC manages projects and teams? Technology at DMDC is an enabler, not a distraction. We use digital tools to improve coordination, visibility, and accountability across design, procurement, site execution, and finance. This includes structured project controls, centralised documentation, real-time reporting, and clear approval workflows. THE GOAL IS SIMPLE: REDUCE FRICTION, SHORTEN DECISION CYCLES, AND ENSURE TEAMS ARE ALIGNED ON ONE SOURCE OF TRUTH— ESPECIALLY AS WE SCALE ACROSS MULTIPLE PROJECTS SIMULTANEOUSLY. Raji Daou, CEO of DMDC Contracting, has grown a one-man operation into an 800-strong, fully integrated contractor in Dubai’s high-end market, building the business on trust, in- house control and meticulous delivery—from complex villa upgrades to the launch of the DMDC Estates division CBNME / SUB-CONTRACTOR Crafted To Completion Redwood, Jumeirah Golf Estates — a warm, modern and spacious villa where open design and contemporary finishes shape refined, family-first living 18 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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CRAFTED TO COMPLETION How is DMDC approaching sustainability and resource efficiency across its projects? Our approach to sustainability is practical and execution-focused. We prioritise efficient design, responsible material selection, and minimising waste through better planning and sequencing. In-house capabilities allow us to control quality, reduce rework, and optimise resource usage. Where appropriate, we integrate energy-efficient systems, durable materials, and long-term lifecycle thinking—ensuring sustainability adds real value rather than becoming a checkbox exercise. What are the biggest challenges you see in the UAE construction landscape right now, and how are you responding to them? The main challenges are capacity strain, inconsistent quality, and fragmented accountability as the market continues to grow rapidly. Many projects suffer from over- reliance on subcontracting and weak coordination. Our response has been to build a fully integrated, in-house model that brings design, engineering, execution, and finishing under one structure. This allows for tighter control over quality, timelines, and decision-making in a fast-moving and competitive environment. Looking ahead, what are DMDC Contracting’s key priorities and growth plans for the next few years? Our priorities are to deepen our internal capabilities, strengthen leadership across operations, and continue integrating design, construction, and specialist trades under one disciplined framework. We are investing in systems, processes, and people to improve consistency, speed, and accountability as we scale. Growth will remain intentional and selective, focused on complex, high- end projects where our integrated model adds real value. Over the coming years, our aim is to steadily raise the benchmark for quality, reliability, and execution in the luxury construction space. LOOKING AHEAD, OUR FOCUS IS ON BUILDING A STRONG, WELL-STRUCTURED ORGANISATION RATHER THAN SIMPLY EXPANDING IN SIZE. Sanctuary Falls, Jumeirah Golf Estates_ natural textures, neutral tones and soft lighting create a peaceful escape, bringing serene calm to one of Dubai’s most sought-after communities Raji Daou, CEO, DMDC WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 19

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CBNME / PROJECT BY VIBHA MEHTA W hen Samer Tamimi speaks about the Zayed National Museum, he sounds less like a consultant ticking off milestones and more like a custodian safeguarding a legacy. With decades of experience on complex schemes, he understands that this project is not just another line on a portfolio, it is a national narrative written in steel, stone and light. “Our responsibility is to protect the client’s vision at every step,” he says, “so that what eventually opens to the public feels worthy of Sheikh Zayed’s name.” As a Project Management Consultant, Hill International sits at the centre of the project’s moving parts, safeguarding cost, schedule, quality and risk while keeping the client’s objectives in clear focus. The team oversees contractor performance, manages interfaces between designers, specialists and authorities, and supports the client through testing, commissioning, handover and operational readiness. Samer describes Hill’s role as “the central coordination point that holds the line, so this landmark is delivered to the standard a nation expects.” The challenges are as layered as the building itself. The museum’s distinctive façade of wings, its highly integrated building management Legacy Woven Concrete Samer Tamimi, Senior Vice President at Hill International Inc., lifts the curtain on the intricate project management story behind the Zayed National Museum, the cultural heart of Saadiyat Island. From coordinating specialist systems to honouring a nation’s heritage, he explains how Hill is helping to deliver a landmark worthy of the UAE’s founding father 20 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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LEGACY WOVEN CONCRETE systems and the sensitivities of world-class exhibition spaces demand extraordinary precision. “This is a mega project in every sense,” he notes. “The architecture is expressive, the systems are complex, and the stakeholder list is long. Coordination is not a task; it is a discipline we live with every day.” Through strengthened reporting, coordinated oversight and accelerated rectification plans, Hill has worked to keep momentum while bringing the project to completion. To maintain alignment, the consultancy has built a disciplined framework that keeps conversations structured and decisions visible. “Transparency is non-negotiable,” Samer explains. “When everyone can see the same information, it becomes much easier to move together rather than pull apart.” Heritage and national identity sit at the core of Hill’s approach. The team drew on experience from cultural projects such as the Egyptian National Museum in Cairo, but knew that Zayed National Museum required its own language. From the earliest stages, they studied the museological narrative, coordinated tirelessly with This includes: • Weekly executive-level and technical coordination meetings • Daily site coordination between PMC discipline engineers and contractor teams • Strict document and correspondence management through ACONEX • Rapid issue resolution through focused task forces for critical systems • Ongoing alignment with the client on priorities, risk mitigation and readiness targets WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 21

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CBNME / PROJECT curators, conservators and Abu Dhabi stakeholders and treated every gallery as a vessel for memory. “We are not just erecting a structure,” Samer reflects. “We are helping to frame how future generations will encounter the story of their country.” Sustainability and long-term performance are stitched into the delivery strategy rather than added on at the end. Hill’s brief extends beyond construction oversight into safeguarding lifecycle value. From a regional perspective, the project has generated lessons that will echo across future landmarks. Early planning for specialist systems, robust communication protocols, proactive testing and commissioning and early engagement with authorities all emerge as critical themes. Operational The museum’s significance shapes daily decisions in very practical ways: • Respect for storytelling, ensuring that every architectural, functional and experiential detail supports the museum’s role as the national home of history and culture • Care for quality and longevity, viewing the project as an institution for generations rather than a building for the present • Protection of exhibit integrity, working closely with curatorial teams so that spaces meet stringent conservation and environmental standards • Responsiveness to national expectations, aligning programmes, opening readiness and handover strategies with the museum’s importance to the UAE public and leadership readiness, Samer emphasises, must be a priority from the outset for any public-facing cultural institution. “The closer you get to opening, the more every hour counts,” he says. “You need the courage to make Key elements include: • Ensuring systems meet the required sustainability standards and operational efficiency • Supporting commissioning and fine-tuning of complex systems such as BMUs, GRUs, BMS, façade systems and environmental controls • Ensuring that as-built records and O and M manuals are accurate and complete t o s u p p o r t future asset management • Working with the client on training programmes so the operations team can run the facility efficiently from day one • Preparing the building for long-term maintainability by ensuring access, safety systems and performance criteria are fully addressed Samer Tamimi, Senior Vice President, Hill International Inc. 22 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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LEGACY WOVEN CONCRETE decisions quickly without compromising the integrity of the vision.” Looking beyond Saadiyat, Hill International is deepening its role across the Middle East. The company is positioning itself as a preferred project management and consultancy partner for extensive infrastructure, aviation and mixed-use programmes, managing multiple mega schemes in parallel. The ambition is not simply to deliver individual projects, but to help shape the UAE’s and the wider region’s physical and cultural landscapes. As more complex, multi-stakeholder cultural and infrastructure projects come to market, Samer expects Hill’s value to lie increasingly in early engagement, risk allocation and governance modelling. “ON PROJECTS OF THIS SCALE, THE BIGGEST RISKS ARE OFTEN NOT TECHNICAL,” HE NOTES. “THEY ARE ABOUT ALIGNMENT, ACCOUNTABILITY AND THE SPEED AT WHICH DECISIONS CAN BE MADE.” By entering at the strategic and pre- development stages, Hill aims to design frameworks that prevent those issues before they appear on site. In a region defined by ambitious skylines and fast-moving programmes, Zayed National Museum stands apart as a project where schedule and symbolism carry equal weight. It is, in Samer’s words, “a privilege and a responsibility”. Through disciplined management, cultural sensitivity, and an unwavering respect for the story the building must tell, Hill International is helping ensure that, when the doors finally open, they open onto a museum that feels as enduring as the legacy it honours. WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 23

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Raimondi Middle East has installed six flat-top tower cranes for one of the latest construction phases of Aljada, Arada’s large-scale master community in Sharjah, United Arab Emirates. Four MRT159s and two T187s were erected at the Aljada-based Central Business District jobsite, marking the first time the company has installed cranes from the Raimondi T Series on a GCC jobsite. With a fleet of more than 200 cranes, the Raimondi T187 flat-tops arrived as part of Raimondi Middle East’s ongoing fleet expansion. “Raimondi is a vital part of the construction works for Arada’s flagship megacity. Our long-standing partnership with the developer has been built on reliability, responsiveness, and consistent project delivery,” said Wael Hasan, General Manager, Raimondi Middle East. Located next to a neighbouring site where multiple Raimondi flat-tops are currently operating, the project further reinforces Raimondi Middle East’s presence across the wider development. “Aljada is a fast-track project, and as with current and previous phases, seamless coordination during delivery, assembly, and installation was essential to ensure alignment with the project schedule. This is why models with ease of installation and great versatility were chosen,” Wael continued. The four MRT159s, arriving onsite with all parts pre- assembled, ropes passed, and rope connections installed, have a maximum lifting capacity of 8t and are equipped with a 30kW hoist winch, lifting at a maximum speed of 136m/min. Erected with jib lengths ranging between 50m and 65m, the cranes are currently freestanding at heights up to 51m. The two brand-new Raimondi T187s, equipped with Lumina crane cabins, have jib lengths of 60m and 65m, and tower heights of 63m and 57m. The cranes, boasting tip loads of 2.59t and 2.09t respectively, can lift at a maximum speed of 115 meters (m/min) in the 30kW winch version, having a drum capacity of 510m. FIVE OF SIX CRANES DEPLOYED ONSITE WILL BE CLIMBED PROGRESSIVELY AS THE PROJECT ADVANCES, WITH FINAL HEIGHTS REACHING UP TO 85M. “Raimondi’s Middle East rental fleet now includes several T187 flat-tops. The T187 has excellent specifications in terms of lifting capabilities, speed, and configurations,” explained Hasan. He added that the weight-optimised components facilitate installation procedures, and coupled with the crane’s maximum lifting capacity of 10t, make the machines an attractive option for fast-tracked projects. Eng. Muath Bani-Issa, Raimondi Middle East Head of Operations, highlighted that early feedback on the T187 has been highly positive. “Beyond its mechanical strength, the crane’s integrated ConCore system allows for ease of commissioning, while enabling us to remotely monitor performance and operations in real time,” he noted. Installed in Q4 of 2025, the cranes are expected to remain on-site for up to 18 months. Upon completion, the new district will include premium office buildings, commercial spaces, and mixed-use business facilities. CBNME / MACHINERY Towering Workhorses Six Raimondi flat-tops drive construction of Sharjah’s newest Central Business District - Aljada 24 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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B efore he talks about platforms or product roadmaps, Ryan talks about projects. His background spans years in construction technology, product strategy and user experience, and it shows in the way he describes a jobsite. For him, a major scheme is “a living organism rather than a static Gantt chart”, a place where thousands of small decisions either quietly keep the programme breathing or quietly suffocate it. His role, as he frames it, is simple in theory and complex in practice: “give every stakeholder the same, reliable view of reality and let them act early, not late.” That philosophy sits behind Oracle’s industry cloud for construction and engineering, which Ryan sees as the digital spine of contemporary mega- projects. Instead of each joint venture partner, package contractor or consultant guarding its own set of spreadsheets and systems, the aim is to create a single data backbone where schedule, cost, risk and documentation sit together. “When information fragments at every handover, you lose time, you lose money and you lose trust,” he says. “If everyone is working off the same source of truth, a change in one area immediately shows its impact everywhere else.” Aconex becomes the controlled space for drawings, models, correspondence and contracts, while Primavera Cloud ties schedule logic to what is actually happening on site. “The goal is to make it impossible for a critical decision to sit in somebody’s inbox for days,” Ryan notes. Automated workflows route information to the right people, and connections between the two systems By Vibha Mehta From Riyadh’s giga-projects to Dubai’s skyline, construction is becoming a data business as much as a concrete one. Ryan Kunisch, Vice President of Global Product at Oracle Construction and Engineering, explains how a new generation of cloud tools is stitching projects together from bid to handover. Code Behind Construction CBNME / TECHNOLOGY ON FAST-TRACK PROGRAMMES, THE PAIN POINTS ARE USUALLY APPROVALS, RFIS, SUBMITTALS AND THE CONSTANT FIGHT AGAINST REWORK. HERE, PLATFORMS SUCH AS ACONEX AND PRIMAVERA CLOUD ARE DESIGNED TO ACT AS THE PROJECT’S SHARED LANGUAGE. 26 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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mean that once a decision is made, the programme can respond in near real time. In the Gulf, another layer sits over every technology discussion: data residency and sovereignty. With core markets such as the UAE and Saudi Arabia tightening their regulatory frameworks, clients want more than reassurance. They want evidence. Ryan points to Oracle’s long list of certifications and audit trails, but he stresses that this is not merely a compliance box-tick. “When you are asking partners to put high-value project data in the cloud, you have to show them exactly where it lives, how it is protected and how they can prove that during an audit,” he says. “Trust is an architectural requirement, not a marketing phrase.” Perhaps the most talked-about shift is the arrival of AI and predictive analytics on site. For large EPC contracts, Oracle’s ambition is to move away from static monthly reports towards constantly updated risk signals. By analysing schedule performance, site records and historical patterns, the systems can flag early warnings for delay, cash- flow pressure or potential claims. CODE BEHIND THE CRANES Ryan Kunisch, VP of Global Product, Oracle Construction and Engineering THEY NEED THE STORY OF EACH ASSET, WHAT WAS INSTALLED, WHAT CHANGED, WHAT WAS APPROVED, HOW IT HAS PERFORMED. IF THAT STORY IS INTACT, THEY WILL USE THE SYSTEM. IF IT IS BROKEN, THEY WILL GO BACK TO SPREADSHEETS.” “ WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 27

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CBNME / TECHNOLOGY “You still need experienced people to decide what to do,” Ryan insists. “But you do not want them discovering the problem three months after the data first hinted at it. AI is about surfacing the signal early enough for human judgement to make a difference.” That same logic extends into safety. With productivity and welfare under scrutiny, Oracle is working on ways to bring together structured and unstructured data from across the project: observations, method statements, attendance records, equipment logs. Patterns in those inputs can point to elevated risk, whether that is too much work at height in one zone, unusual activity around lifting operations or signs of low staffing. “We have seen projects that adopt predictive safety workflows cut incident rates by 30 to 50 per cent in the first year,” Ryan says. “Near misses stop being anecdotes and start being data that you can act on.” If construction is becoming more predictive, handover is becoming more continuous. Owners have long complained that Automated workflows push decisions to the right people, keeping the programme updated almost in real time 28 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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CODE BEHIND THE CRANES the “digital twin” promised at completion is often incomplete, unusable or quickly outdated. Oracle’s answer is an asset twin built gradually over the life of the project rather than assembled in a rush at the end. Primavera Unifier captures the commercial and asset history; Aconex provides the document and model record; IoT feeds performance data once operations begin. “What facilities teams need is not just geometry,” Ryan explains. Sustainability targets are also moving from glossy strategy slides into the practical reality of procurement, scheduling and payment. Oracle’s construction platforms are being shaped to track embodied and operational carbon alongside time and cost, so that material choices and programme decisions can be viewed through an environmental as well as a commercial lens. “You cannot manage carbon in a separate spreadsheet that nobody looks at,” Ryan says. “It has to sit inside the same workflows that release purchase orders, approve variations and sign off progress, otherwise it never changes behaviour.” When asked for a Middle East example, he returns to safety. On a large regional project where predictive insights were embedded directly into daily management routines, incident rates fell sharply and productivity improved. “The technology itself is important, but the real change happens when site teams start treating those insights as part of how they run the job, not as an extra report,” he reflects. “That is when you see fewer accidents, fewer stoppages and fewer surprises.” For Ryan, the thread that ties all of this together is not the software, but the idea of continuity. Continuity of data from concept to operations. Continuity of decisions from meeting room to jobsite. Continuity of insight from risk models to real actions. “CONSTRUCTION WILL ALWAYS BE PHYSICAL,” HE SAYS. “ There will always be mud, concrete and cranes. The challenge is making sure that the information guiding all of that is connected, trusted and alive. If we can do that, we give projects a better chance to succeed, and we give the people delivering them a better way to work.” Aconex holds the full document and model trail, while IoT layers in live performance data once the asset is in operation WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 29

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CBNME / CONSULTANTS What sets CSQ apart from other project-development consultancies in the region? In a market defined by pace, scale, and high expectations, the real differentiator is the ability to add value from the first conversation through to handover. CSQ’s strength lies in a multi-disciplinary team of senior project managers, cost consultants, surveyors, engineers, and technical specialists who stay involved throughout the full development cycle. We follow a partner-led model to ensure that decisions are made by senior professionals with the experience to anticipate risks, protect budgets, and keep programmes on track. The result is a consultancy known for clarity, practical leadership, and delivering projects that perform as intended. Which past project do you believe best demonstrates CSQ’s strengths and why? Al Maryah Tower is a clear example of how CSQ’s multi- disciplinary model performs on complex developments. The scheme required close coordination across several technical streams, and our team brought together building surveyors, quantity surveyors, architects, project managers, fit-out specialists, and sustainability professionals to support the client’s objectives. AMT’s scale and technical demands created the right environment for this integrated approach to show its value - allowing us to anticipate issues early, align decisions across disciplines, and maintain momentum throughout delivery. It demonstrated how senior, cross-functional expertise can reduce risk and bring clarity to a challenging programme. How does CSQ approach sustainability and risk mitigation in development projects? FOR US, SUSTAINABILITY AND RISK AREN’T SEPARATE WORKSTREAMS; THEY SHAPE THE WAY A PROJECT IS PLANNED FROM THE BEGINNING. Ryan Bray, Partner at CSQ, reflects on how a partner-led, multi-disciplinary team can steady ambitious programmes, weaving sustainability, risk intelligence and digital tools into projects that are planned with precision and delivered with quiet confidence across the UAE and beyond Engineering Clarity Into Complexity WWW.CBNME.COM 30 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026

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ENGINEERING CLARITY INTO COMPLEXITY Sustainability is non-negotiable, and such is our approach, deploying our sustainability team from the outset to advise on all aspects of sustainability, not to only obtain a certification, but to develop tangible sustainable solutions that add value to the project. Risk follows the same principle of early clarity. Each scheme has its own risk profile, and we work with the client to understand it fully before progressing into design, procurement, or construction. By identifying risks upfront and setting clear mitigation strategies, we help clients navigate the complexities of development - from inception and design through engineering, approvals, cost planning, contracts, construction, handover, maintenance, and eventual disposal. What role does technology (e.g. BIM or digital management tools) play in CSQ’s project delivery? Technology underpins much of how we coordinate and deliver projects today. IN OUR TEAM, WE HAVE BIM, DATA MANAGEMENT AND AI “CHAMPIONS”. These individuals are well-trained and accredited in their fields to assist CSQ in leading the charge on the use of technology and tools that improve project delivery. BIM is now standard on large-scale developments, and our role is to ensure it’s used well with consistent quality, precise information flow, and proper integration across all disciplines. These digital tools help us maintain accuracy, strengthen coordination, For ADQ’s new head office at Capital Gate, phased works across five occupied floors required tight logistics and added workstation screens to support safe distancing CSQ was appointed to provide building insurance valuation services for Nurai Island, located off the coast of Abu Dhabi WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 31

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CBNME / CONSULTANTS and give clients clearer visibility of decisions as a project progresses. How does CSQ manage complex projects to ensure they stay on time and within budget? Setting the project up for success on day one requires a clear understanding of the client’s requirements, key drivers and risk appetite. We embark on an intensive “first 30-day” project set-up where we analyse, develop and plan. During this period, we analyse the brief, test assumptions, and shape the budget and programme strategies that will guide the project. This serves as the basis for our project execution plan, which outlines how each stage will be managed and monitored. As the project progresses, these controls are continually reviewed, refined, and reported on. This early structure, paired with consistent, transparent oversight, helps us keep momentum, anticipate challenges, and protect both time and cost throughout delivery. What sectors (residential, co m m e rc i a l , h o s p i ta li ty, infrastructure, etc.) do you expect to drive demand in 2025–2026? Commercial development is set to remain a major driver. Quality office space is in short supply, and we’re seeing more projects coming forward in the key business districts of Dubai and Abu Dhabi. The continued expansion of DIFC and ADGM highlights this shift toward higher-grade commercial environments. Alongside this, the UAE’s growing population is sustaining demand across residential, hospitality, and supporting infrastructure. As more people and businesses relocate to the Emirates, these sectors will continue to see steady investment and new development activity. How is CSQ preparing to meet changing market demands in those sectors? We’re focused on staying close to the factors shaping how people live, work, and use space. That means understanding the real occupancy drivers in each sector and aligning our advice with what leading clients now expect from commercial, residential, and hospitality environments. At the same time, we continue to invest in our own capability. Strengthening our technical skills, expanding our digital tools, and encouraging innovation across the business. This helps us respond to market shifts quickly while maintaining the level of professional service our clients rely on. What are the key priorities or milestones CSQ aims to achieve over the next two years? Over the next two years, our focus is on expanding our reach and strengthening our capability. We aim to grow our presence in large- scale project delivery, particularly in emerging geographies such as Ras Al Khaimah and across the broader KSA market. To support this, we plan to increase our headcount across all disciplines and continue investing in our team’s professional development. The priority is to scale responsibly, building capacity while protecting the quality and senior-level expertise that clients associate with CSQ. THE GOAL IS SIMPLE: ENSURE CSQ REMAINS EQUIPPED TO SUPPORT THE NEXT WAVE OF DEVELOPMENT WITH CLARITY, EXPERTISE, AND FORWARD- LOOKING SOLUTIONS. Ryan Bray, Partner at CSQ 32 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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www.GlobalRELeaders.com For Commercial Opportunities Joaquim D’Costa +971 50 440 2706 jo@bncpublishing.net For Editorial Opportunities Vibha Mehta +971 58 631 4145 vibha@bncpublishing.net Roma Arora roma@bncpublishing.net Nominate Now February 6, 2026 Jumeirah Carlton Tower, London, United Kingdom AWARDS WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 33

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CBNME / COVER STORY CODE, CONCRETE AND THE MIDDLE EAST’S NEW INFRASTRUCTURE MOMENT Image Courtesy: Bentley Systems Lydia Walpole, Senior Director of Global Performance at Bentley Systems, reflects on AI, digital twins, and data-driven delivery, and why the Middle East has become one of the most demanding test beds for modern infrastructure. By Vibha Mehta 34 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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CODE, CONCRETE AND THE MIDDLE EAST’S NEW INFRASTRUCTURE MOMENT O n screen, the Zoom window opens to a bright office and an easy smile. Before the recorder is switched on, there are a few minutes of ordinary conversation: Dubai’s winter that never quite feels like winter, the sharp English cold on her side, the end-of- year rush that both of us are trying to outrun. It is light, unforced chatter, but it sets the tone. Even before we talk about AI, digital twins or giga projects, it feels like a human conversation rather than a technical briefing, which fits Lydia Walpole’s way of looking at the industry. Lydia does not come to the discussion as a pure technologist. She is a Chartered Civil Engineer who spent almost two decades with a principal UK contractor, working in frontline engineering and project delivery. Site cabins, programme pressure and real-world constraints were her training ground. “I spent eighteen years with a UK contractor,” Lydia recalls. “Frontline engineering and project delivery. I was out on site, dealing with real-world constraints, time pressure and the constant challenge of keeping projects moving. That experience shapes everything I do now at Bentley.” Today, as Senior Director of Global Performance at Bentley Systems, her remit is simple to describe but demanding to deliver: ensure the software provides better outcomes on real projects. “My role is to ensure that our products do not just look impressive in a demo,” she says. “My team and colleagues use industry experience to help our accounts get the most from their Bentley subscriptions and achieve real efficiency gains from our software.” B e n t l ey ’s fo c u s i s infrastructure in the broadest sense: transport, water, energy and urban networks from concept through design, construction, operations and maintenance. That full lifecycle view is particularly relevant in the Middle East, where mega and giga programmes are crowding tender lists and reshaping expectations. In that context, the industry can no longer afford data that breaks every time a project changes hands. Bentley’s “THE SCALE AND PACE HERE ARE EXTRAORDINARY,” LYDIA NOTES. “YOU HAVE CITIES AND NATIONAL VISIONS THAT ARE BEING BUILT ALMOST IN REAL TIME. THAT DEMANDS ROBUST TECHNOLOGY AND, CRUCIALLY, CONNECTED DATA.” WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 35

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interoperable platforms are built around a single idea: one shared source of truth that follows the asset throughout its life. “In a traditional project, information can get trapped in silos at every stage,” she says. “Our aim is for design data to flow cleanly into construction and operations, so teams are building on the same information instead of starting from scratch.” A strong illustration sits close to home for many in the GCC: Dubai’s RTA Blue Line. Faced with thousands of files, drawings and documents spread across stakeholders, the authority needed a single source of truth. By deploying Bentley solutions to centralise its project information, the team cut verification and audit times, reduced paper use and responded to engineering requests far more quickly than before. “By using ProjectWise and AssetWise, they centralised everything and reduced the time required for verification and auditing by around ninety per cent,” Lydia says. “In a CBNME / COVER STORY Within Bentley Infrastructure Cloud, AI-powered search and classification tools cut the time staff spend simply looking for the right piece of information 36 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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city moving as quickly as Dubai, that is a huge competitive advantage.” Much of this evolution is wrapped up in the rise of digital twins. Lydia describes a twin as a living, federated model of an asset that brings together geometry, schedules, cost, sensor feeds and maintenance records. For years, projects were still being steered through paper trails and disconnected spreadsheets. A mature twin changes the rhythm of decision-making. “For me, the power of a twin is that it lets you move from hindsight to foresight,” she says. “You are not just reporting on what went wrong; you are spotting patterns and identifying opportunities for efficiency gains, early enough to change the outcome.” She points to Al Madinah as one of the more telling examples. A whole city model was generated in a matter of days, producing hundreds of layers of geospatial data. More than twenty government entities now work from that shared digital canvas, using it to align planning decisions and infrastructure priorities. It is an early glimpse of how city- making might function when a standard twin sits in the middle of the conversation. Overlaying all of this is artificial intelligence. For Lydia, AI is no CODE, CONCRETE AND THE MIDDLE EAST’S NEW INFRASTRUCTURE MOMENT “AI IS NOW A WORKING PARTNER,” SHE SAYS. “IT HELPS ENGINEERS SEARCH, FILTER, CLASSIFY, PREDICT AND PRIORITISE IN A WAY THAT SIMPLY WAS NOT POSSIBLE A FEW YEARS AGO.” WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 37

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CBNME / COVER STORY longer an experimental add-on. Within Bentley Infrastructure Cloud, AI-powered search and classification tools cut the time staff spend simply looking for the right piece of information. Across portfolios, machine learning helps highlight patterns in performance and maintenance data, guiding where attention and budget should be directed first and where design changes could have the most significant impact. She is, however, quick to push back on the idea of AI replacing engineers. “We also have a global shortage of engineers,” Lydia points out. “Trusted AI is not about replacing them; it is about amplifying their expertise so the same number of people can deliver far more.” When routine tasks are automated and insights are surfaced more quickly, engineers can focus on higher-value questions and more ambitious scopes. Beyond the flagship projects that dominate social media, Lydia is keen to highlight the quieter systems under the surface. “Our structural tools support offshore and onshore energy assets, which are crucial as the region manages the energy transition,” she notes. “At the same time, our OpenFlows water solutions are being used on major water and wastewater schemes.” In places such as Saudi Arabia, where billions are being invested in expanding sanitation and water systems, the ability to simulate networks, test scenarios and monitor performance is as critical as the more photogenic elements of national visions. Threading everything together is interoperability. Lydia frames it not as a technical preference but as a philosophy. “Interoperability is fundamental,” she says. “If data can move freely between design, construction and operations, every project becomes a learning engine for the next one.” A well-maintained digital twin becomes a repository of performance data, design decisions and site realities that can be fed forward into “THESE ARE NOT ALWAYS THE PROJECTS THAT GET THE GLOSSY RENDERS,” SHE SAYS, “BUT THEY ARE THE ONES THAT DECIDE WHETHER A CITY ACTUALLY WORKS.” WWW.CBNME.COM 38 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026

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CODE, CONCRETE AND THE MIDDLE EAST’S NEW INFRASTRUCTURE MOMENT future assets. “You are not reinventing the wheel with each project,” she adds. “You are refining it.” Instead of starting from zero each time, teams refine and reuse intelligence. Looking ahead, she sees three forces shaping the AEC landscape: the maturation of digital twins, the mainstreaming of AI and the rising bar for sustainability. “Regional visions like Saudi Vision 2030 and UAE Vision 2031 have made sustainability non-negotiable,” Lydia says. “Digital technology is what allows us to hit those targets while still delivering at the speed policymakers expect.” The Middle East, with its ambitious timelines and appetite for innovation, has become one of the most demanding proving grounds for this new way of working. Lydia’s and Bentley’s focus is to stay close to the people actually delivering these projects and to make sure the technology lifts some of the weight from their shoulders. “Our priority in the region is straightforward,” she says. “Help users deliver more infrastructure, more efficiently, with lower environmental impact and stronger, data- driven decisions.” In a market intent on building its future at full speed, that combination of code and concrete may be precisely what is needed. WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 39

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CBNME / COVER STORY I have lost count of the number of new developer names slipping into my inbox each week, and yet each one feels like another brushstroke on Dubai’s ever-widening canvas. What was once the playground of a handful of giants is now a far more textured landscape, where boutique homegrown players stand shoulder to shoulder with established powerhouses, daring to imagine bolder, more intimate pieces of the city. You can feel the shift in the kinds of projects being launched. Branded islands stitched into the Gulf, low-rise garden enclaves in Dubailand, meticulous townhouses in once-forgotten pockets of the city, new communities along the Emirates Road that, a decade ago, would have been dismissed as “too far out”. Today, they are simply “next”. Each scheme carries its own promise: better light, quieter streets, greener courtyards, a little more room to breathe. What fascinates me most is the psychology behind this boom. For a long time, the “American Dream” was the shorthand for reinvention – the idea that you could land in one place and rewrite your story from scratch. Increasingly, I see that energy redirecting itself here. People arrive in Dubai with a suitcase and a screenshot of a floorplan, not chasing a white picket fence, but a waterfront balcony, a co-working lounge downstairs and a beach fifteen minutes away. The dream has traded freeways for flight paths and cul-de- sacs for masterplans. And despite the cranes, despite the headlines, I still feel there is so much room left for this city to grow – upward, outward and inward. The new wave of developers is not just adding inventory; they are testing how far design, community and ambition can go in a desert that long ago stopped apologising for its confidence. In many ways, Dubai has become the place where the next global dream is quietly learning to speak. **The companies are listed in alphabetical order, not in a ranking format** By Vibha Mehta Inside the 10 RISING developers who are giving the UAE a new silhouette Where the Next Dream Is Built 40 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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CODE, CONCRETE AND THE MIDDLE EAST’S NEW INFRASTRUCTURE MOMENT WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 41

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R amjee Iyer is the Founder and Chief Executive Officer of Acube Developments, bringing over three decades of experience across large-scale engineering and construction. His career spans complex, high-risk environments where precision, structural integrity and accountability are paramount – disciplines that now shape his approach to real estate development. Before entering the luxury real estate sector, Ramjee led and delivered projects within the marine and energy industries, overseeing engineering, execution and operational planning in demanding conditions. This background instilled a deep respect for process, quality control and long-term performance. He founded Acube Developments in 2022 with a clear vision: to translate the rigour of industrial-grade construction into high-end residential developments without compromising design, craftsmanship or lifestyle value. Under his leadership, Acube has adopted a vertically integrated model, establishing in-house construction and interiors divisions to maintain control over the most critical stages of development. Widely regarded as a hands-on and forward-thinking leader, RAMJEE EMPHASISES DISCIPLINED EXECUTION, CONTINUOUS IMPROVEMENT AND ACCOUNTABILITY ACROSS TEAMS. HE IS A STRONG ADVOCATE FOR INNOVATION AND TECHNOLOGY IN CONSTRUCTION, BELIEVING THAT EFFICIENCY AND PRECISION ARE FUNDAMENTAL TO DELIVERING QUALITY AT SCALE. Equally central to his leadership philosophy is a people-first mindset, with a focus on team welfare, collaboration and long-term growth. Acube Developments is a multi-award-winning luxury real estate developer, crafting design-led, fully furnished residences across prime locations in Dubai. Founded in 2022, the company brings more than 25 years of cumulative experience to high-end residential projects, a pedigree that gives Acube significant technical depth. Driven by a vision to deliver enduring value through excellence in design, Acube Acube Developments Ramjee Iyer, Founder & Chief Executive Officer 42 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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has evolved into a fully integrated ecosystem with its own wings and specialist divisions. At the heart of the brand lies Acube’s signature philosophy, ‘Live on a star.’ The concept draws on the symbolism of stars as timeless pathfinders, guiding humanity through discovery, direction and progress for centuries. In keeping with this philosophy, each project is named after a star, with the belief that these residences will stand as beacons of aspiration, guidance and achievement. Divisions In 2024, Acube launched Acube Industries, bringing interiors, custom furniture, woodwork, joinery, and steel and aluminium fabrication in-house as part of a strategic backward-integration initiative. In the same year, the company established Celestia Constructions, its dedicated engineering and construction arm, consolidating estimating, procurement, value engineering, design management and on-site delivery. Key Milestones 2022: Acube Developments founded Aug 2023: Launch of Adhara Star Oct 2023: Adhara Star sold out Mar 2024: Launch of Electra Jul 2024: Establishment of Celestia Constructions Oct 2024: Establishment of Acube Industries Dec 2024: Launch of Vega Jan 2026: Expansion to new 40,000 sq ft headquarters in Dubai Upcoming: Ultra-luxury project on Sheikh Zayed Road and several others across Dubai Projects Adhara Star Acube’s first project, located in Arjan, Dubai, comprises 17 floors and 113 fully equipped and furnished residences, and sold out within two months of launch. Named after Epsilon Canis Majoris (Adhara), a luminous blue-white supergiant, Adhara Star symbolically channels brightness and prominence across 150,000 sq ft of built-up area. The star-inspired name underlines Acube’s intent: to deliver landmark homes that stand out in both design and execution. Key amenities include a sky pool and rooftop lounge with surrounding BBQ areas, sauna, jacuzzi, steam room, indoor and outdoor gym, dedicated children’s play area, Japanese Tea garden, basketball court, and more. Electra Electra is a luxury 38-floor residential tower in JVC, offering 278 units. The project features a collection of 50+ lifestyle amenities, including a rooftop Rooftop sky pool, mini golf course, private luxury cinema, kids’ cinema, theme-park- style waterpark, beach-style pool, co-working lounge, arcade and wellness zones, among others. The name ‘Electra’ stems from Electra (17 Tauri), one of the bright blue-white stars of the Pleiades cluster – a nod to classic mythic radiance and modern refinement, reflected in Electra’s finishes, sky-high leisure spaces and golf-course views. Vega Vega, located in Dubai Sports City, places wellness and nature-infused living at the forefront. Comprising 131 residences across more than 20 floors, the project draws inspiration from Vega, one of the brightest stars in the northern sky. Designed as a retreat within the city, Vega offers residents the opportunity to disconnect from the pace of urban life without sacrificing connectivity. Landscape- forward communal areas, calming material palettes and light-filled interiors create a balanced living environment centred on well-being. Key amenities include a rooftop pool and lounge, outdoor cinema, Pilates studio, outdoor yoga deck, sauna, indoor cricket, pickleball and table-tennis courts. Expanding Footprint in Dubai Acube Developments is now preparing for its next chapter: an iconic, ultra-luxurious residential project on Sheikh Zayed Road with sweeping views of the Burj Khalifa, Downtown Dubai and the Arabian Gulf. True to the brand’s celestial philosophy, the project will draw inspiration from the stars, symbolising leadership, ambition and forward movement, and is expected to further strengthen Acube Developments’ position within Dubai’s luxury real estate landscape. ACUBE DEVELOPMENTS Electra offers 50+ lifestyle amenities, from a rooftop infinity pool and beach-style leisure decks to cinemas, mini golf, co-working spaces, an arcade and dedicated wellness zones WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 43

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F or nearly five decades, Al Huzaifa has been a byword for luxury, craftsmanship, and design excellence in the UAE. Founded in 1976 as a single furniture store, the brand has evolved into the World of Al Huzaifa, a comprehensive lifestyle ecosystem encompassing high-end furniture, bespoke design services, and turnkey F&B and hospitality projects. With a legacy rooted in family craftsmanship and a deep understanding of the region’s design sensibilities, Al Huzaifa is now venturing into real estate development—a move driven by vision, experience, and a desire to create holistic living environments. This strategic evolution comes in the form of Al Huzaifa Properties, launched in 2025, marking the brand’s first foray into building premium residential communities. For Saif Nensey, CEO of Al Huzaifa Furniture and Founder of Al Huzaifa Properties, this expansion was a natural progression. “Over the years, we’ve been designing homes, interiors, and lifestyles for our clients. But we realised that to truly bring the Al Huzaifa philosophy to life, we needed to control the entire canvas—from the building to the interiors, amenities, and community experience,” Saif explains. “Our entry into property development allows us to shape complete living environments where design, detail, and well-being are central to every decision.” Visionary Leadership and Strategic Direction Saif Nensey’s leadership has guided Al Huzaifa through decades of growth, transforming the brand from a luxury furniture house into a multifaceted lifestyle ecosystem. Drawing on years of experience and a deep understanding of design, production, and client needs, Nensey has steered the company with a clear vision: to expand its expertise beyond interiors into integrated lifestyle experiences and turnkey projects. His approach balances innovation with tradition, blending technology, personalisation, and craftsmanship to create immersive experiences that resonate with discerning clients and position Al Huzaifa as a leader in luxury living. “Our goal is not just to build houses; it is to create destinations that elevate how people live,” Saif adds. “Al Huzaifa Properties is a platform where design excellence meets thoughtful planning, delivering communities that reflect our values and the aspirations of our clients.” Supporting this expansion is Zaheer Rattonsey, Managing Partner at Al Huzaifa Properties. With over 15 years of experience in real estate development and strategic investment, Zaheer ensures every project is executed with operational discipline, long-term value creation, and meticulous attention to quality. Soléva Beach Residences: A Landmark Debut The division’s first flagship project, Soléva Beach Residences, is located on Al Marjan Island, Ras Al Khaimah—a luxury destination with high investment potential and a lifestyle- focused environment. The AED 450 million development is a testament to Al Huzaifa’s commitment to design-led, experiential real estate, and includes: • Luxury Residences: 232 fully furnished units, including studios, one- and two-bedroom apartments, each with private pools. • Bespoke Interiors: Natural stone, wood accents, and integrated joinery reflecting Al Huzaifa’s signature design philosophy. • Curated Amenities: Over 50 resort-style offerings, including wellness thermal suites, rooftop infinity pools, and community lifestyle spaces. • The Owner’s SuperApp: UAE’s first residential SuperApp, providing instant access to services, community management, and vacation rental integration. Why Property? A Natural Evolution For Saif, the decision to enter property development stems from a desire to extend Al Huzaifa’s design philosophy beyond interiors into holistic living experiences. “We realised that even the most exquisitely designed interiors are limited if the surrounding architecture, amenities, and community experience are not aligned,” he explains. “By Al Huzaifa Properties Saif Nensey, Founder and CEO 44 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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AL HUZAIFA PROPERTIES entering real estate, we can ensure every element—from the building’s form to the interiors and lifestyle services— is crafted with the same precision, creativity, and care that has defined Al Huzaifa for decades.” He also highlights the strategic opportunity presented by the UAE’s luxury real estate market. “There is a growing demand for integrated, design-led communities where every detail is intentional,” Saif says. “Our expertise in understanding client aspirations, coupled with decades of experience in high-end interiors, positions us uniquely to deliver this kind of offering—something truly differentiated in the market.” A Holistic Approach and Rising Developer Status Al Huzaifa Properties is emerging as a rising developer by combining design mastery with real estate execution. Unlike traditional developers, the brand brings: • Design-Led Vision: Every project is rooted in craftsmanship, aesthetic excellence, and attention to detail. • Integrated Execution: Architecture, interiors, and amenities are conceived and delivered under one roof, ensuring seamless quality control. • Lifestyle-Focused Communities: Residences are curated experiences that prioritise well-being, luxury, and functionality. “From furniture to communities, our journey has always been about shaping lifestyles,” says Zaheer. “Al Huzaifa Properties allows us to create destinations where every element is intentional and every experience curated, appealing to the most discerning buyers in the UAE.” The World of Al Huzaifa Ecosystem Al Huzaifa Properties builds on the World of Al Huzaifa, which includes: • Al Huzaifa Furniture: The region’s leading luxury furniture retailer. • Al Huzaifa Design Studio: Personalised design solutions and custom furnishings. • Turnkey Projects: High-end F&B and hospitality projects, including Sushi Samba, La Petite Maison, San Beach, Ladurée Abu Dhabi, and international ventures in London and Singapore. With this ecosystem, the brand leverages decades of expertise in interiors and design to deliver fully integrated, premium residential communities. The Al Huzaifa Experience Centre To showcase the brand’s vision in real terms, Al Huzaifa has introduced the Experience Centre, a first- of-its-kind interactive space where clients can see, feel, and live the Al Huzaifa lifestyle before moving in. “We believe in a ‘seeing is believing’ approach,” Saif explains. “It’s one thing to look at renderings or designs; it’s another to immerse yourself in a space where every material, finish, and experience reflects the quality and lifestyle we promise. The Experience Centre bridges that gap and allows clients to truly envision life at Soléva and future developments.” The centre is designed to replicate key elements of the Soléva residences and amenities, including curated interiors, lighting, furniture, and wellness spaces, giving prospective buyers a tangible sense of the community experience and the attention to detail that defines Al Huzaifa Properties. Looking Ahead As the UAE’s luxury real estate market evolves, Al Huzaifa Properties is positioning itself as a rising developer that combines legacy, craftsmanship, and visionary leadership. Its debut project on Al Marjan Island signals the brand’s ambition to redefine integrated, design-led living in the region. “Al Huzaifa Properties allows us to bring our vision to life at a scale never attempted before, creating living spaces and communities that reflect the ultimate in design, luxury, and experiential living,” concludes Saif. Zaheer Rattonsey, Managing Partner at Al Huzaifa Properties WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 45

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A bdulla Al Shaibani is the Emirati entrepreneur behind Alphabeta Properties. After early years in the UK and formative roles at CitiGroup in London and the Investment Corporation of Dubai, he founded Alphabeta while still at university, launching his first development, C6 in Al Safa 2, at just 21. Since then, he has built a portfolio of distinctive projects and ventures that reflect a sharp eye for opportunity and a willingness to challenge convention in Dubai’s real estate market. In a city defined by constant reinvention, few developers are shaping Dubai’s next chapter of urban living as boldly as Alphabeta Properties. Founded by Abdulla, the company has rapidly emerged as a driving force in residential and mixed-use development, not through scale, but through substance, clarity of vision and communities that mirror how people genuinely want to live today. From pioneering new leasing models to rethinking how neighbourhoods function, Alphabeta has carved out a distinct position in the UAE’s real estate landscape: design-led, experience-driven and resolutely people- centric. Challenging Convention In an increasingly crowded market, Alphabeta stands out by deliberately doing things differently. Abdulla’s philosophy is simple: people deserve homes and spaces that feel intuitive, considered and human. Livability comes before spectacle, functionality before flash, and long-term value before short-term returns. Rather than focusing solely on eye-catching skylines, Alphabeta builds environments that integrate naturally into daily life, balancing residential, commercial and lifestyle elements with a clear sense of purpose and cohesion. M77: The Rental Auction Pioneer One of the company’s most notable milestones is M77, a premium residential project in Meydan. Here, Alphabeta introduced the Middle East’s first rental auction, a concept that immediately captured industry attention. By allowing tenants to bid in a transparent, structured and fully regulated framework, the model brought openness to a market long accustomed to fixed rates and limited negotiation. It showed how technology and data can elevate the tenant experience and align pricing with actual demand. The outcome was impressive: strong interest, competitive bidding and robust rental yields, all of which reinforced Alphabeta’s Alphabeta Properties Abdulla Al Shaibani, Founder WWW.CBNME.COM 46 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026

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reputation as an agile, forward-thinking developer. Q East: Reimagining Al Quoz If M77 demonstrated innovation in leasing, Q East showcases Alphabeta’s vision on a neighbourhood scale. Located in Al Quoz, an area known for its industrial backbone and creative scene, Q East is a mixed-use development that blends residential, commercial, retail and experiential spaces into one cohesive ecosystem. It reflects a future where Dubai’s neighbourhoods are walkable, community-driven and culturally alive. Q East introduces 17 fully furnished luxury penthouses, each with a private rooftop pool, offered through Alphabeta’s auction model. Across its two phases, the scheme includes 17 commercial workspaces, 12 roadside retail units, a central courtyard, an indoor event hall, underground parking and AXD Space, a new co-working and incubation hub for the area. With more than 80% of retail units leased ahead of launch, Q East has already attracted strong market confidence, highlighting how thoughtful regeneration can elevate a district while preserving its creative character. A Human-Centred Philosophy What truly distinguishes Alphabeta is not just what it builds, but how it thinks about space. Abdulla places particular emphasis on: • Generous layouts that support comfort and mental well-being • Natural airflow, intelligent zoning and materials that age gracefully • Amenities curated around real needs rather than marketing checklists • Walkability and integrated services so each project feels like a living ecosystem This human-centred approach runs through the full Alphabeta portfolio, from early projects such as C6 in Al Safa and T-10 in Al Barsha to newer schemes including G-4, M-3, T-3 and several developments currently in design and approvals. Forward Momentum Looking ahead, Alphabeta’s trajectory is guided by disciplined growth rather than headline- chasing expansion. Upcoming projects, including Q South, Q West, and T4, represent more than AED 570 million in development value now underway. Each new scheme builds on the company’s core principles: maximise livability, uplift neighbourhoods, and create value through considered design and functionality rather than sheer scale. As Dubai advances towards the 2040 Urban Master Plan and demand rises for larger, more comfortable homes and integrated lifestyle communities, Alphabeta is well placed to help shape that future. In a city famous for its skyline, Alphabeta Properties is quietly focused on something more enduring: building for real life, not just for the view. Q-East is a visionary hub for entertainment, arts, and culture-focused businesses. With state-of-the-art design and curated luxury experiences, it sets a new benchmark for innovation and inspiration in Dubai G4 by Alphabeta: Standalone home with 15m pool, private lift and park-to-skyline views WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 47

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Z eeshaan Shah is a multi- award- winning international entrepreneur and the Founder and Chairman of ONE Group, a global real estate and venture capital group that builds extraordinary destinations designed to inspire and empower people to live their best lives. With over 17 years of experience in the property and finance sectors, Zeeshaan has been involved in more than $1.3 billion in transactions worldwide, including over 3,000 properties under construction and completed. He is also a Founders Circle Member of King Charles III’s British Asian Trust, a charity that supports the development and empowerment of disadvantaged communities in South Asia. In the dynamic and ever-evolving landscape of the United Arab Emirates’ real estate market, a new visionary force has emerged to challenge the status quo. Elevate, the UAE- based development arm of global real estate powerhouse ONE Group, is not merely building residences; it is crafting environments that inspire an enlightened way of being. Backed by ONE Group’s formidable track record of over $2.5 billion in global transactions and decades of experience in the UK and international markets, Elevate represents a strategic evolution, a shift from traditional property development to the creation of lifestyle- led sanctuaries defined by wellness, connection and purpose. A Philosophy of Intentional Living At the heart of Elevate’s identity is a distinct departure from the industry’s habit of measuring luxury purely through opulence or excess. Instead, the company is guided by a philosophy that views success as a holistic lifestyle. This vision is expressed through Elevate’s five core pillars: Health, Wellness, Tribe, Purpose and Flow. These pillars serve as the blueprint for every project the company undertakes. Elevate recognises that the modern resident seeks far more than four walls; they are seeking harmony between mind, body and soul. As a result, Elevate spaces are designed to support intentional living, fostering environments where residents can disconnect from the noise of modern life and reconnect with themselves and their community. By prioritising ‘Tribe’ and ‘Flow,’ the developer moves beyond the transactional nature of real estate to build genuine communities – ecosystems where design encourages interaction, creativity and well-being. The Flagship: Mondrian Al Marjan Island Beach Residences This philosophy finds its first and most spectacular physical expression ELEVATE Zeeshaan Shah, Founder & Chairman 48 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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in Mondrian Al Marjan Island Beach Residences. A landmark collaboration between Elevate and Ennismore, the fastest-growing lifestyle hospitality company in the world, this 1.8 billion AED project of 343 luxury residences is set to redefine branded beachfront living in Ras Al Khaimah. Set on the pristine shores of Al Marjan Island, a destination rapidly emerging as one of the region’s most coveted tourism and investment hubs, the project marks the first-ever beachfront residential offering for the iconic Mondrian brand. Known globally for its avant- garde design and cultural relevance in cities such as Los Angeles, Cannes, Ibiza and Singapore, Mondrian brings a progressive edge to the UAE. The Al Marjan Island project is envisioned not simply as a residence, but as a ‘living art’ destination, merging the privacy and ownership benefits of a home with the five-star service and vibrant energy of a world-class hotel. Design Excellence and Global Collaboration To ensure the physical structure aligns with the vision’s ambition, Elevate has curated a world-class team of consultants. Leading the architectural narrative is Gensler, the San Francisco–headquartered firm recognised as the world’s most extensive architecture practice. Their innovative thinking gives the project a striking, globally resonant silhouette. Complementing the architecture is the acclaimed London-based Bergman Design House, celebrated for its award-winning work across luxury hospitality and superyachts. Together, they are infusing the development with a level of bespoke sophistication and design refinement rarely seen in the region. The result is a development that promises to become an accurate marker on the coastline. Residents will enjoy private beach access, signature design details and a suite of wellness-centric amenities that reflect Elevate’s core pillars. Through the Accor One Living platform, homeowners are also connected to a global ecosystem of rewards and experiences, ensuring that their investment translates into an ongoing flow of lifestyle benefits. A Strategic Milestone The official unveiling of the project in November 2025 was a clear indication of its importance. In what was described as Ras Al Khaimah’s standout event of the season, Elevate and Ennismore hosted an immersive ‘Living Art Launch’ at Atlantis The Royal in Dubai. The star- studded evening, attended by regional personalities and industry leaders, showcased the project’s ethos through kinetic light installations and live artistry, underlining Elevate’s intention to set a new standard. For Zeeshaan Shah, Founder and Chairman of Elevate, this launch is deeply personal. Having begun his career in the UAE nearly two decades ago, he views the country as the natural home for the group’s lifestyle-driven ethos. “We have created a space where art, culture, wellness and community converge in ways never seen before in the UAE,” Zeeshaan notes. “Mondrian Al Marjan Island Beach Residences is more than a development – it is a new expression of what beachfront luxury can be.” The Future The Mondrian residences are only the beginning. Elevate has announced a $1 billion development pipeline scheduled for the next 12 months, signalling an ambitious and confident expansion across the UAE. As Ras Al Khaimah continues to grow under the master-planning of Marjan, Elevate is positioned at the forefront of this transformation. By uniting the financial strength and expertise of ONE Group with the creative spirit of Ennismore and the design mastery of Gensler, Elevate is not just a rising name to watch – it is the company setting the tempo for the future of branded living in the Middle East. With a focus on ‘purpose’ over ‘excess,’ Elevate is carving out a distinct niche for the discerning buyer who values design, community and an elevated way of living. ELEVATE Leading the architectural narrative on this project is Gensler, the San Francisco–headquartered firm recognised as one of the world’s foremost architecture practices Set along the pristine shores of Al Marjan Island – one of the region’s fastest-rising tourism and investment hubs – the project becomes the Mondrian brand’s first- ever beachfront residential offering WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 49

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F or Mohamed Adib Hijazi, real estate is not simply about building assets; it is about building contributions. Every project under HRE Development is guided by a long-term vision: to create environments that enhance daily life, foster connection, and stand the test of time. His philosophy looks beyond architecture and construction to the way people live, move, and grow within the spaces they inhabit. This people-first mindset informs HRE’s commitment to consider design, sustainable planning, and communities that place residents at the centre of every decision. Under Mohamed’s leadership, the company remains disciplined in execution, selective in growth, and uncompromising on quality. HRE is not building for trends; it is building for legacy: homes, communities, and landmarks designed with purpose, integrity, and a clear vision for the future. HRE Development has emerged as a dynamic force in the real estate industry, distinguished by a fusion of people-first values and executional mastery. Its reputation rests not only on the landmark structures it delivers, but on robust principles, a powerful team ethos, and a 30-year legacy of trust that drives every project forward. HRE’s success begins with an unwavering commitment to engineering integrity and technical innovation, ensuring precision, durability, and intelligent methodology from conception to HRE Development Mohamed Adib Hijazi, Chairman Sakura Gardens is a cherry-blossom inspired sanctuary of harmony and calm, where lush gardens turn everyday living into quiet luxury 50 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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completion. At its core, however, HRE is a people business. The company has been carefully shaped into a close-knit, expert family, featuring a formidable core of more than 150 specialised engineers and development management professionals, supported by a skilled workforce of 2,000 labourers with an average tenure of over 5 years. This human and operational strength underpins a proven track record of client-focused delivery and accelerated timelines. Through meticulous planning and agile execution, HRE does not simply meet deadlines; it consistently resets them. Its portfolio includes major projects delivered approximately 30% ahead of schedule, often saving five to six months on the programme. The result is exceptional value creation and financial resilience. IN 2026 ALONE, THE COMPANY EXPECTS TO DELIVER AROUND 2,500 UNITS ACROSS PROJECTS WITH A TOTAL Value exceeding USD 1 billion, supported by a three-year pipeline of approximately USD 3 billion. Looking ahead, HRE Development will maintain disciplined growth, strategically adding 2 to 3 premium projects each year to ensure its focus remains on quality, timely over-delivery, and sustained excellence. It is not merely constructing buildings; it is shaping a legacy of reliability, acceleration, and enduring trust — one landmark achievement at a time. HOLM Developments Sergey Avayan, Chief Executive Officer S ergey Avayan is the Chief Executive Officer of HOLM Developments, bringing more than 20 years of experience in Dubai’s real estate market. His background spans strategic land acquisition, development planning and investment structuring, giving him a sharp, long-range view of the city’s growth corridors. At HOLM, he steers overall strategy, growth, and institutional partnerships, with a clear focus on quality and long- term value creation. Before HOLM, Sergey built a diverse entrepreneurial track record, from medical equipment ventures to co-founding Treelogy, an agri- tech company that introduced sustainable farming solutions to the UAE. Armed with a Master’s degree from the London School of Economics, he is recognised for turning ambitious concepts into resilient, income-generating assets and for championing sustainability as a core business principle. HOLM Developments, founded in 2023, is a Dubai-based real estate developer specialising in mid- to high-end residential projects in key growth locations. Operating on a fully self-funded basis, the company currently holds more than AED 1.1 billion in land and construction guarantees. Its model is built around full land ownership, architectural discipline and tight programme control, ensuring that every project is delivered with consistency and financial prudence. As HOLM moves into 2026, the strategy remains deliberately measured: controlled, fully funded growth rather than volume- driven expansion. The immediate roadmap centres on deepening its presence in Jumeirah Garden City while selectively adding positions in Meydan Horizon and Arjan, including the company’s first high- rise luxury tower. Market appetite has already validated this approach. Holm One, launched in November 2025, recorded more than 50% sales on day one, with the balance swiftly taken up by leading brokerage houses—clear evidence that investors recognise the strength of HOLM’s disciplined, low-risk development model. WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 51

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A jay Rajendran is the Founder and Chairman of Meraki Group, steering its luxury residential real estate portfolio and fully integrated contracting businesses. A gold medallist in Chemical Engineering with a postgraduate degree in Business Administration, Ajay combines reflects the Group’s philosophy of refined design, functionality, and long- term liveability. These projects have been well received for their build quality, thoughtful layouts, and attention to detail, reinforcing Meraki’s reputation in the premium residential segment. With a strong track record of execution and a focus on sustainable, community-centric development, Meraki Group continues to shape high- quality urban environments that deliver enduring value for residents, investors, and stakeholders alike. technical depth with strategic vision, guiding Meraki’s growth as a trusted name in premium real estate and construction. Meraki Group is a multinational, multi- product enterprise, with core interests spanning luxury real estate development, premium K–12 international education, and a fully integrated contracting ecosystem. Before establishing Meraki Group, he served as Co-Chairman of Sobha Group until 2016, during which he was closely involved in delivering several landmark developments, including District One – Mohammed Bin Rashid City, developed in a joint venture with Meydan. Meraki Group’s two core verticals are luxury real estate development and premium K–12 international education, supported by associated businesses in civil and MEP contracting, structural steel, aluminium, and glazing fabrication. This vertically integrated model allows the Group to maintain stringent quality control, execution certainty, and design consistency across its developments. As both developer and main contractor, Meraki Group has completed over 100 projects across the UAE, spanning mid- and high-rise residential and commercial buildings, hospitals, police headquarters, industrial facilities, large-scale villa communities, academic institutions, and recreational assets. Within its residential portfolio, Meraki’s flagship developments include The Haven I, The Haven II, and The Haven III – a signature luxury residential series that MERAKI GROUP Ajay Rajendran, Founder & Chairman 52 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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G ulf House Real Estate Developer is a forward-thinking luxury real estate company entering Dubai’s competitive property market with a clear mission: to redefine iconic living through architectural excellence, bespoke design and highly personalised service. Founded by Eng. Mohammed Mana Sultan Aballala, a seasoned businessman and investor with decades of experience across the real estate, construction, cement and mining sectors, Gulf House brings together deep technical expertise and a nuanced understanding of the region’s luxury property landscape. Guided by the belief that true luxury extends beyond aesthetics, Gulf House focuses on creating residences that reflect individuality, taste and aspiration. Every development is conceived as a complete lifestyle experience, where meticulous attention to detail, craftsmanship and client- centric service are embedded from concept through to post-handover. With a proven track record that includes leadership roles in multi-billion- dollar projects across Saudi Arabia and the sale of the most expensive villa on Palm Jumeirah for AED 280 million in 2022, the founder’s vision positions Gulf House at the forefront of Dubai’s next era of luxury living. The developer’s inaugural project, Olaia Residences, marks a bold and distinguished entry into the market. Located on Palm Jumeirah – one of the world’s most prestigious waterfront destinations – Olaia Residences is set to become a new benchmark for refined coastal living. The development offers panoramic views of the Arabian Gulf and Dubai skyline, direct private beach access, and close proximity to Al Ittihad Park and the Palm Monorail, ensuring seamless connectivity across the island and the wider city. Olaia Residences features a limited collection of 1–3 bedroom luxury apartments and 3–5 bedroom duplexes, thoughtfully designed to balance opulence with serenity. Floor-to-ceiling glazing, expansive terraces and sophisticated interiors define each residence, while select duplexes include private pools for ultimate exclusivity. World-class amenities such as rooftop indoor and outdoor pools, a wellness centre, mini-golf, concierge services and 24/7 security further elevate the living experience. With Olaia Residences, Gulf House Real Estate Developer sets the tone for its future portfolio: timeless properties in iconic locations, where exceptional design, personalised service and elevated lifestyles come together to help shape Dubai’s luxury real estate future. Gulf House Real Estate Developer Eng. Mohammed Mana, Founder Olaia Residences by Gulf House Real Estate Developer sets the blueprint for timeless, iconic waterfront living Olaia Residences features a limited collection of 1–3 bedroom luxury apartments and 3–5 bedroom duplexes WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 53

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O RA Developers is a global real estate development group focused on the creation of large-scale, integrated destinations across residential, hospitality, leisure, and mixed-use asset classes. Under the visionary leadership of Chairman and CEO Naguib Sawiris, the group has expanded its international footprint to manage a global portfolio valued at over USD 45 billion, comprising 17 landmark developments across seven countries, including the UAE, Egypt, Cyprus, Pakistan, Grenada, Greece, and Iraq. ORA’s development strategy centres on identifying untapped locations with strong long- term potential and unlocking their value through comprehensive master planning, infrastructure investment, and phased delivery. This approach is reflected across a diverse portfolio that has redefined the standard for waterfront mastery. Across the world’s most coveted coastlines, ORA treats land not merely as a site for construction, but as a sensorial canvas where architecture, elevation, and the horizon work in deliberate harmony. This philosophy has given rise to global landmarks like Ayia Napa Marina in Cyprus, where the iconic “Twisted Towers” stand as a testament to architectural audacity. Similarly, in Silversands, ORA Developers Naguib Sawiris, Chairman & Chief Executive Officer Photographer Nour El Refai under Aya Napa, and Silversands The Twisted Towers, Ayia Napa Marina, Cyprus: sculptural curves rise above the marina, redefining coastal skylines through architecture and movement 54 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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Grenada, ORA pioneered a terrain-led design philosophy, utilising natural coastal rises to ensure every residence commands an uninterrupted, private observatory of the sea. By overseeing land acquisition, planning, design governance, and asset management within a single strategic framework, the group manages complexity at scale while supporting sustainable urban growth across international markets. Today, this global expertise finds its most refined expression in the UAE with BAYN in Ghantoot. A USD 10 billion coastal destination strategically positioned between Abu Dhabi and Dubai, BAYN is conceived as the culmination of ORA’s ‘vantage-first’ philosophy. Spanning 4.8 million square meters and 1.2 kilometres of natural beachfront, the community prioritises a 15-minute walkable layout that connects 9,000 residences to leisure and nature. Y-Views: The Pinnacle Within BAYN by Ora At the frontier of BAYN lies its most prestigious expression: Y-Views. If BAYN is the destination, Y-Views is its defining signature — a low-density, premium beachfront cluster designed entirely around perspective. More than homes with views, Y-Views introduces view- led living. Through engineered elevation and calibrated layouts, serenity becomes a daily constant, not an occasional moment. Open sightlines ensure that every residence enjoys a panoramic relationship with the landscape — from the Arabian Gulf to tranquil waterways and layered greenery. Here, architecture does not impose itself on the land; it listens to it. A Curated Life of Elevated Choice Y‑Views comprises 191 residences arranged to elevate perspective, privacy, and effortless beachfront living. At its front, the 12 premium beachfront plots form an exclusive first row directly on the sand, each offered with multiple plot configurations that allow owners to craft a uniquely tailored coastal home at the edge of the shoreline. Rising above them, the 5 exclusive Hill plots occupy the most privileged vantage point within the cluster, set at its highest elevation to command the broadest, most uninterrupted horizons across the Gulf, the waterway, and the layered greenery below. Within Y‑Views — the signature beachfront cluster of BAYN — the layout is meticulously crafted to harmonise coastal serenity with elevated living and wellbeing. A pristine private beach defines the shoreline, while a central green spine and park spaces create continuous natural corridors throughout the cluster. Purpose‑built lifestyle zones, including a sports hub and an exclusive beach club, connect seamlessly to a sculpted waterway that leads toward a five‑star resort and the vibrant beachfront town. Across the community, each residence is deliberately oriented to offer a meaningful view — whether toward the open sea, tranquil waterways, landscaped parks, or the cascading green spine. This view‑led approach ensures that perspective remains the defining essence of Y‑Views, shaping a self‑contained coastal enclave where nature, movement, and architectural refinement converge to express its true signature. The Confidence of Design Y-Views stands apart through the clarity of its intent. Views are framed, not forced. Luxury is quiet, not loud. Every decision reflects ORA’s belief that the highest form of waterfront living is effortless. Y-Views is not just the crown jewel of BAYN — it is the culmination of ORA’s global waterfront legacy, redefined for the future of coastal living in the UAE. ORA DEVELOPERS Y-Views, BAYN, UAE: A signature beachfront cluster where engineered elevation meets the horizon, transforming the natural coastline into a tiered sanctuary of view-led living. WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 55

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S hoaib Khan is the Chief Executive Officer of Zoya Developments and the steady hand behind its expansion into the UAE. Beginning his career on active construction sites, he gained a ground-level understanding of how projects really work before moving into leadership roles. Today, he focuses on strategy, customer insight and disciplined investment, drawing on a degree in Business Administration and a specialist qualification in international finance to balance ambition with rigour. Under Shoaib’s guidance, Zoya Developments has entered Dubai with a clear, people-first philosophy. The company does not see itself as simply putting up buildings. Its ambition is to create modern communities that feel intuitive, timeless and quietly human. More than a decade of development experience underpins this vision, with a track record of delivering thousands of homes and over 2 million square feet of space in previous markets. That foundation now underpins Zoya Development’s Zoya Developments Shoaib Khan, Chief Executive Officer Nuvé by Zoya is a serene, softly sculpted retreat, where calm lines, layered greenery and gentle tones translate balance into architecture 56 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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next chapter in the UAE, where the focus is on homes that feel considered from the first sketch to the final key handover. The approach begins with a simple question: how will life move through this space. Design teams work from the inside out, thinking about light, rhythm, privacy and everyday routines before façades and finishes. The aim is to create apartments and communal areas that are easy to live in, not just impressive to look at. Craftsmanship and innovation go hand in hand with this thinking, supported by a commitment to sustainable practices and honest, transparent communication with buyers. The main mission is to exceed expectations by delivering elegant, sustainable homes that unite contemporary architecture, smart- living features and a sense of genuine community. Its vision is to become one of the UAE’s most trusted developers, known for crafting neighbourhoods that elevate daily life and hold their value over time. Core values such as transparency, customer centricity, sustainability and innovation are treated as practical tools rather than slogans, guiding decisions on materials, layouts and long-term maintenance as much as marketing or branding. This philosophy finds a refined expression in Nuvé by Zoya, the company’s signature project for Dubai. Conceived as a serene evolution of the brand, Nuvé translates balance into architecture. Instead of sharp gestures or visual noise, its architecture is calm and composed, with soft lines, layered greenery and a palette that feels soothing rather than showy. The development is designed as a retreat within the city, a place where residents can close the door on the rush of Dubai without feeling cut off from it. Nuvé comprises 232 residences, a considered mix of studios, one-bedroom and two-bedroom homes that respond to the needs of young professionals, couples and small families. Each unit is planned to maximise natural light and usable space, with layouts that favour flow and flexibility. Balconies, terraces and large windows help blur the boundary between indoors and outdoors, reinforcing the project’s central idea of gentle, continuous movement rather than fragmented living. Resort-style amenities complete the picture. At Nuvé, shared spaces are not afterthoughts but extensions of the home. Residents will find quiet corners for reading, social lounges for informal gatherings and wellness areas that encourage a slower, more mindful rhythm to the day. Pools, landscaped decks and shaded walkways are arranged to create a feeling of progression rather than disconnected pockets, so that moving through the development feels like a single, curated experience. Behind the scenes, Shoaib and his team place equal emphasis on how the building will perform over the long term. Careful attention is paid to construction quality, building systems and maintenance planning to ensure that Nuvé ages gracefully and remains efficient to run. Sustainability is approached practically, through sensible design decisions and efficient services that reduce waste and energy use while keeping everyday life simple for residents. Culture plays a central role in how the company operates. Internally, the company nurtures collaboration and openness, encouraging teams to challenge ideas and refine details until they feel right. Externally, it works to earn trust through clear commitments and responsive service, recognising that buying a home is as much an emotional decision as a financial one. For Shoaib, Dubai is the natural stage for this vision. The city’s appetite for innovation and its diverse, aspirational population create the perfect environment for a developer that wants to pair thoughtful design with long-term value. With Nuvé as its calling card and a people-centred ethos at its core, Zoya Developments is positioning itself not merely as another name on the skyline, but as a brand synonymous with homes that quietly stand the test of time, backed by a strong pipeline of new projects still to come. ZOYA DEVELOPMENTS WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 57

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CBNME / NEWS Wynn Resorts & Marjan Celebrate Construction Topping Out Of Iconic RAK Resort The Wynn Al Marjan Island tower has officially topped out at 283 meters, marking a key milestone in the UAE’s first fully integrated resort 58 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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WYNN RESORTS & MARJAN CELEBRATE CONSTRUCTION TOPPING OUT OF ICONIC RAK RESORT W ynn Resorts and Marjan announced a major construction milestone for Wynn Al Marjan Island, the region’s first fully integrated resort, as the project officially reached topping out. This milestone underscores the exceptional scale, pace, and engineering precision driving the development toward its planned Spring 2027 opening. Progress continues across every facet of the resort. All 1,530 guest accommodations have now reached full structural RISING TO 283 METERS ACROSS 70 FLOORS, THE TOWER HAS ACHIEVED ITS HIGHEST STRUCTURAL CONCRETE POINT JUST 27 MONTHS AFTER FOUNDATION WORKS BEGAN. UPON THE SPIRE’S INSTALLATION IN 2026, THE BUILDING WILL REACH ITS FULL ARCHITECTURAL HEIGHT OF 352 METERS, BECOMING THE TALLEST MAN-MADE STRUCTURE IN THE EMIRATE OF RAS AL KHAIMAH BY OVER 100 METERS. WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 59

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CBNME / NEWS completion, with interior fit-outs actively underway across 1,504 rooms and suites. The tower’s structural concrete frame is complete, façade installation is advancing at pace with 79% now in place, and the surrounding low-rise buildings have achieved 99% structural completion. With the main structure finished, the project has formally transitioned into the full interior build-out phase, which spans the resort’s extensive collection of rooms, suites, enclave accommodations, food and beverage venues, and signature public spaces. Upon opening, Wynn Al Marjan Island will debut as the region’s first fully integrated resort. Set across more than 60 hectares, Wynn Al Marjan Island will feature 1,217 resort rooms and 297 Enclave suites, plus two Royal Apartments, four Garden Townhomes, and 10 Marina Estates. Guests will discover 22 restaurants, lounges, and bars, and a beach club, as well as the region’s most opulent spa and beauty destination, and a skylit shopping parterre with the world’s most luxury brands. The resort will also feature: Coral Court, a bespoke celebrations and events venue, The Showroom, a new theater experience, 12 pools, a 420-meter white-sand beach, and a deep-water marina designed to welcome superyachts from around the globe. To commemorate the Topping Out milestone, senior leaders from Wynn Resorts, Wynn Design & Development and Marjan gathered atop the summit of the highest building in the Northern Emirates, overlooking panoramic views of the Arabian Gulf. The ceremony marked not only the completion of the tower structure but also a significant moment in the resort’s evolution. Distinguished guests received a commemorative steel bar taken directly from the building, a bespoke keepsake marking the achievement. Guests also enjoyed the rare honor of pouring the final concrete, sealing the milestone. Max Tappeiner, President, Wynn Al Marjan Island, says, “Standing at 352m and, as the highest building in the Northern Emirates, Wynn Al Marjan Island is reshaping the skyline of Ras Al Khaimah and anchors a destination designed for guests who expect the very best. Reaching the tower’s highest structural concrete point in just over two years is more than a construction achievement; it is a defining moment for Wynn Resorts and a powerful testament to the talent and dedication of the teams bringing this vision to life.’ Abdulla Al Abdouli, Group CEO, Marjan, comments, “Wynn Al Marjan Island is more than a single development; it is the centrepiece of a new global destination taking shape in Ras Al Khaimah. Reaching this construction milestone brings us closer to welcoming the world to a resort that will redefine the Emirate’s hospitality offering and elevate Al Marjan Island and Ras Al Khaimah as a must-visit destination. Together with Wynn Resorts, we are creating a destination that blends iconic design, exceptional experiences and enduring value for residents, tourists and the wider tourism economy.” Barry Lewis, CEO at ALEC Holdings adds, “We congratulate Wynn on this major achievement and are proud to be their partner on a project that continues to redefine what is possible in regional construction. Their willingness to embrace the latest advancements in building technologies has enabled us to streamline workflows, elevate quality and maintain precision across every component of this landmark development. As we move into the next phase, our teams remain fully committed to delivering a world-class destination that stands out in every regard.” Key construction milestones to date include: 100% of hotel room interior fit-out underway 100% of the tower’s structural concrete completed 100% of the guest accommodation structure completed 99% of low-rise concrete and 96.5% steel structures completed 90% of low-rise venue interior partitions and first & second- fix MEP commenced 79% of tower façade panels installed (20,744 of 26,247) 40% of low-rise exterior façades enclosed 438,968 cubic meters of concrete poured 18,000+ construction jobs created In parallel with this progress, Wynn Resorts and Marjan are advancing their second joint-venture project on Al Marjan Island, Janu Al Marjan Island, announced in November 2025 and now under construction. The development will bring Aman Group’s acclaimed sister brand, Janu, to Ras Al Khaimah, with an opening planned for late 2028. Together, these projects anchor more than 60 acres of land designated for future growth, underscoring the long-term strategic vision shaping Al Marjan Island’s evolution into a world-class destination. 60 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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CBNME / PROJECT ADVISORY Managing Disputes in a Fast-Track Gulf As Saudi Arabia’s giga schemes surge ahead and UAE megaprojects multiply, the shape of construction disputes is changing fast. Samuel Whitehouse, Managing Director at FTI Consulting, outlines where tensions are building, how claims are being handled, and why stronger project controls and smarter dispute boards will define the next phase of delivery. Samuel Whitehouse, Managing Director, FTI Consulting WWW.CBNME.COM 62 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026

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MANAGING DISPUTES IN A FAST-TRACK GULF Dispute Trends As Saudi Arabia’s construction market rapidly expands, we are seeing a significant increase in claims across the kingdom. Despite this, there hasn’t been a corresponding surge in arbitration or litigation proceedings. Many major projects are taking a pragmatic approach by sensibly resetting budgets and timelines, with parties preferring to resolve disputes through negotiation rather than formal legal channels. Dispute boards are gaining traction in both the UAE and Saudi Arabia, reflecting a broader trend toward amicable dispute resolution and greater openness to alternative dispute mechanisms. Currently, these arrangements tend to favour ad-hoc boards that address already crystallised disputes. There remains an opportunity to adopt the more cost-effective approach of standing boards, which work proactively to prevent or minimise disputes as projects progress. Claim Drivers We see that disputes in today’s large regional projects are typically triggered by instructed changes to work. These changes generally stem from two primary sources: incomplete initial designs or modifications made during construction. The situation is exacerbated by several critical factors in the region. There is frequently pressure to commence major works before designs are fully completed. With upcoming projects such as the World Cup 2034 and Expo 2030, this problem is unlikely to diminish in the near future. Rather than expecting these challenges to decrease, the focus should shift to better management approaches. This includes earlier recognition of potential disputes and a more proactive approach to handling issues as they arise. Improved contractor commercial planning and management are essential, as are enhanced contractual dispute provisions. Implementing standing boards or other alternative dispute resolution techniques can help maintain on-time delivery despite the inevitable changes and challenges that arise during complex regional projects. FTI In Action We take pride in supporting our clients throughout their entire journey, addressing challenges at every stage. Beyond our core claims and expert witness services, FTI Consulting offers specialised expertise across numerous fields, allowing us to leverage diverse resources to resolve any issue. This collaborative approach includes our Data and Analytics team, who optimise data utilisation and provide E-discovery services and our Forensic and Litigation specialists, who offer valuable business damage assessments when needed. The Construction, Project and Assets teams regularly collaborate with these and other specialised groups within FTI Consulting to deliver integrated, complete solutions for our clients. Contractual Pressures The issues we commonly encounter include inadequate baseline programmes, often resulting from incomplete designs, which create unrealistic expectations for both parties regarding progress tracking and resource management. Disputes over change valuation also frequently arise, with parties disagreeing over the financial impact of modifications to the original scope. In addition, late payments create challenges by disrupting project cash flow and straining relationships among parties. When baseline programmes are insufficient, especially when combined with major design changes, this frequently leads to poor decision-making based on incorrect assumptions. This combination often becomes a significant source of disputes, with parties then facing the challenge of resolving claims based on flawed programme information. Tech and Disputes Virtual meetings and hearings are the most obvious example of how technology is transforming dispute resolution, but AI’s rapid advancement is now permeating every aspect of the dispute process. Currently, AI can be a valuable tool for data review and investigation, and with proper supervision, it can assist in drafting chronologies and factual report sections. This effectively accelerates these tasks, reduces costs, and allows more time to focus on examining and articulating critical issues. Beyond confidentiality concerns, there remains insufficient trust in AI compared to expert opinion— though given the pace of development, this dynamic could shift in the coming years. Arbitration Challenges The sheer volume of data produced on any major project is an increasing challenge, both in terms of volume and where it is stored. Data can be held in several disconnected systems, such as emails, site logs, P6 files and on personal devices. This is often made worse due to poor data protocols and fast- WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 63

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CBNME / PROJECT ADVISORY paced construction. Identifying what data is required and where it’s located can be a challenge and is usually the difference between success and failure. Project Controls Companies can significantly reduce dispute risk by implementing strong project controls from the very beginning, rather than as a reactive measure. Unfortunately, many organisations address project controls only after problems have emerged, when it’s already too late to avoid disputes. To strengthen project controls effectively, companies should start from day one of the project lifecycle. This begins with a thorough understanding of all risks contained in the contract and the scope of works, creating awareness of potential issues before they materialise. Building on this foundation, developing detailed, achievable, and adequately resourced project programmes provides the roadmap for successful execution and establishes realistic expectations for all parties involved. Implementing solid commercial management practices throughout the project ensures financial discipline and transparency, which are critical to preventing misunderstandings that often lead to disputes. These fundamental controls not only help projects run more efficiently but also protect a company’s position should a dispute arise despite preventative efforts. The investment in robust project controls early in the process pays dividends by minimising risk exposure and creating documentation trails that support your position in the event of disagreements. Regional Priorities FTI Consulting will continue to expand the full range of services it offers across the UAE and Saudi Arabia, with a particular focus on growing the team in our Saudi Arabia office and further developing the Construction Strategy and Transformation (S&T) practice launched in 2024. The S&T practice complements our existing dispute resolution team, enabling FTI Consulting to provide comprehensive services that help clients better govern, deliver, and protect their capital programmes. This includes designing frameworks, running Project Management Offices (PMOs), enabling digital transparency and improving dispute avoidance and resolution through a trusted partner relationship. WE ARE INCREASINGLY USING OUR IN-HOUSE TECHNOLOGY SEGMENT TO MAXIMISE E-DISCOVERY CAPABILITIES AND ENHANCE HOW WE HANDLE DATA. 64 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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FACEBOOK.COM/CBNME @CBNME CONSTRUCTION BUSINESS NEWS ME WWW.CBNME.COM Gold Sponsor RECOGNIZING INDIVIDUAL EXCELLENCE, CORPORATE STRENGTHS, AND PROJECT SUCCESS DATE: APRIL 20TH VENUE: RIYADH Nominate Now FOR EDITORIAL OPPORTUNITIES Vibha Mehta +971 58 6314145 vibha@bncpublishing.net FOR SPONSORSHIP OPPORTUNITIES Joaquim D’Costa +971 50 440 2706 jo@bncpublishing.net Andrea Mocay +971 54 502 7927 andrea@bncpublishing.net 2026

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Cleanco & National Goals With a legacy of over forty years, we actively contribute to the national sustainability movement by providing secure facilities management, waste treatment, and engineering and contracting services, which have benefited several iconic projects to date. As a leading integrated environmental solutions group, we consistently strive to advance the UAE’s sustainability agenda. We are also planning to bring Cleanco Facilities Management, Cleanco Waste Treatment and ACECO Engineering under the unified vision of a single group to better serve the people. Furthermore, it is our aim to empower organisations, enabling them to seamlessly align with national priorities such as ‘Net Zero 2050’ and Abu Dhabi’s Waste Diversion Target for 2030, creating practical and measurable impact. Integrated Service Portfolio We provide end-to-end services, upholding both operational excellence and environmental responsibility. Cleanco FM offers integrated hard and soft facilities management services for residential, commercial, hospitality and government assets, while the Cleanco Waste Treatment division facilitates the safe collection, transportation, treatment and disposal of medical and hazardous waste for the healthcare and industrial sectors, respectively. ACECO delivers electromechanical works and technical contracting services. Through these three entities, we offer our clients full lifecycle support for their assets, from Jamal Abdulla Lootah, Group CEO of Cleanco Group and President of MEFMA, speaks to Vibha Mehta about Cleanco’s four-decade journey, its role in advancing the UAE’s sustainability and waste management ambitions, and how an integrated FM, waste treatment and engineering platform is reshaping the future of environmental services Quiet Engines of Sustainability CBNME / FM Jamal Abdulla Lootah, Group CEO of Cleanco Group and President of MEFMA 66 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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construction and operations to sustainability and compliance. Technology & Data At Cleanco Group, we view technology as a unifying force. Aligning with this, we are implementing a centralised Oracle ERP platform to connect all subsidiaries, creating real-time visibility across finance, HR, procurement and operations. At Cleanco FM, we are adopting IoT-based asset monitoring, AI-driven predictive maintenance, CAFM/ CMMS platforms and smart building systems to reduce energy use and downtime. At Cleanco Waste Treatment, we leverage routing and scheduling software, Continuous Emission Monitoring Systems (CEMS), digital traceability and automated compliance reporting to ensure regulatory excellence. ACECO, on the other hand, leverages advanced engineering systems and digital project controls to enhance efficiency and ensure superior quality. Circularity & Resource Recovery We are currently implementing various strategies to shift from only treatment-led models to recovery and diversion-focused solutions. In line with this, our waste treatment division is exploring fly ash recovery and waste-to-material technologies. Our landfill gas projects, such as the one in Al Qusais, are also critical to this transition as they help to capture emissions and generate energy. Behaviour Change on the Ground Transforming long-rooted habits requires robust coordination across both people and systems. Recognising this, our Facilities Management division provides on-site training, clear segregation protocols, operational audits and continuous performance monitoring for our clients, helping them move towards consistent and sustainable waste management practices. Raising Environmental Standards For a sustainability-focused Group like ours, key environmental challenges include inconsistent segregation, rising waste volumes, evolving regulations and cost pressures. We address these bottlenecks through a holistic approach focused on the use of advanced technology such as our Rotary Kiln Incineration (RKI) technology, and our expertise in compliant and safe treatment of complex medical and hazardous waste streams. Additionally, integrating FM, waste treatment and engineering under one Group will enable us to reduce fragmentation, improve accountability and maintain compliance rates of over 95 per cent. Moreover, we implement regular workforce training, digital monitoring and infrastructure investments to keep pace with regulatory and operational demands. Priorities for 2025–2026 Our entire focus is on integrating Cleanco FM, Cleanco Waste Treatment and ACECO into a fully functional unified Group in 2026. We are also reviewing future expansion of our waste treatment capacity and continue investing in smart FM technologies, advanced treatment infrastructure and circular economy initiatives. Our overall vision is to provide highly compliant environmental services and sustainable infrastructure while forging long-term partnerships aligned with the UAE’s national sustainability ambitions. QUIET ENGINES OF SUSTAINABILITY WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 67

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CBNME / EXPERT INSIGHT Middle East’s water The crossroads Why integrated thinking and new partnerships matter more than ever? T he Middle East stands today at one of the most consequential turning points in its modern water history. Long-term aridity, population growth, and accelerating urbanisation have placed unprecedented pressure on water systems across the region. At the same time, governments are articulating ambitious visions for economic transformation that place water security at the centre of national resilience. This dual reality — rising demand for water amid growing environmental stress — is reshaping how the region must plan, finance, and operate its water infrastructure. As someone who has spent decades working in water management across the Middle East, I have witnessed a remarkable evolution: from reliance on conventional supply solutions to a much more holistic approach that combines advanced desalination, wastewater reuse, digitalisation, and renewable energy. Yet the real inflexion point is not technological. It is institutional. The region is embracing new partnership m o d e l s a n d integrated thinking, allowing it to move faster, operate more efficiently, and build the resilient utilities that a changing climate demands. T h e r i s e of integrated water management One of the most significant shifts underway is the adoption of solutions that treat the water cycle as a single, interconnected system. The region’s largest economies — including Saudi Arabia and the Gulf states — are no longer simply adding new desalination capacity; they are designing systems in which desalination, distribution, wastewater treatment, reuse, energy consumption, and digital monitoring interact as one, promoting overall efficiency from raw water to the tap. This integrated approach is not optional. DESALINATION REMAINS AN ESSENTIAL LIFELINE FOR MANY MIDDLE EASTERN COUNTRIES, BUT ITS LONG-TERM SUSTAINABILITY DEPENDS ON REDUCING ENERGY CONSUMPTION, MAXIMISING EFFICIENCY, AND LEVERAGING RENEWABLE SOURCES WHEREVER POSSIBLE. The combination of water and energy — once treated as independent sectors — is becoming a strategic pairing. We now see desalination plants integrating solar generation, wastewater plants doing Originally written by Julio de la Rosa. Edited by Vibha Mehta Julio de la Rosa, ACCIONA BD Director- Water Business, Middle East & Southeast Asia 68 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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THE MIDDLE EAST’S WATER CROSSROADS the same while producing biogas for self-consumption, and utilities deploying digital tools that enable far more efficient operations. Like we did, for example, with ISTPs in Madinah, Buraydah, and Tabuk in Saudi Arabia. The Middle East is demonstrating that water security requires not just new assets, but smarter, cleaner, and more connected systems. Public-private partnerships: the new backbone of regional development Another foundational change is the growing use of public- private partnerships (PPPs). For years, these frameworks were primarily financial mechanisms used to mobilise capital for extensive infrastructure. Today, they have evolved into much more: vehicles for long-term collaboration, technology transfer, and operational transformation. Saudi Arabia provides one of the clearest examples. Under Vision 2030, the Kingdom has set a strategic target of ensuring water and energy security through diversification and innovation. The development of large-scale desalination through PPPs — such as the Shuqaiq 3 plant, one of the country’s major reverse osmosis facilities — illustrates how collaboration can deliver world-class infrastructure while strengthening local capabilities, employment, and operational know-how. Projects of this nature are not simply engineering achievements; they are institutional successes that redefine the relationship between government and operators. Across the region, PPPs are enabling faster deployment of complex infrastructure, enhancing transparency, and providing long-term stability for utilities transitioning toward more digital and sustainable models. They create an environment where innovation can be implemented more rapidly — from remote supervision to AI-driven optimisation — helping utilities respond to the challenges of scarce water resources and rising consumption. Water scarcity as a catalyst for innovation The Middle East’s vulnerability to drought and resource depletion has made it one of the most active hubs of innovation in the global water sector. Countries such as Saudi Arabia, which face extremely demanding climatic conditions and rapidly growing water needs, offer relevant lessons for their neighbours. Saudi Arabia’s push to expand desalination capacity, strengthen resilience, and reduce pressure on groundwater through large-scale PPP desalination projects stands as a clear example of how governments can proactively respond to climate stress. Other Gulf states are applying similar philosophies: prioritising reliability, long-term planning, and environmental performance. This has accelerated the adoption of digital platforms, IoT systems, cybersecurity tools, and advanced automation technologies that were once considered optional enhancements but are now indispensable. Toward the resilient Middle Eastern utility of the future The utility of the future in the Middle East will not be defined only by the infrastructure it owns, but by its ability to integrate operations, data, energy, and environmental stewardship. It will operate in an ecosystem where public agencies and private operators collaborate continuously, not only to deliver services but also to upgrade capabilities and optimise performance over time. We are moving toward a model where resilience means: • Diversified sources (desalination, reuse, groundwater protection) • Lower energy intensity • Digitalised operations with real-time supervision • Clear, stable regulatory frameworks • Partnerships focused on long-term value, not short- term transactions The Middle East is uniquely positioned to lead in this transformation. Its challenges are immense, but so is its capacity for innovation and decisive investment. With the right combination of integrated management and strong PPP frameworks, the region can build water systems that are not only efficient and reliable but also capable of withstanding the uncertainties of the coming decades. A moment that demands boldness The water transition in the Middle East is already underway. But the decisions made now — about technology, governance, financing, and partnerships — will shape the region’s resilience for generations. WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 69

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CBNME / TALKING POINT Originally written by Wajdi Marroun, Managing Director, Versatile International Edited by Reeba Asghar Wajdi Marroun, Managing Director at Versatile International, notes that specialist consultants are increasingly helping developers turn ambitious visions into reality by optimising supply chains, managing risk, and enhancing long-term asset performance. Redefining Success in Middle East Construction Through Expert Consultancy A cross the Middle East, construction projects are growing larger, more ambitious, and increasingly complex with each passing year. At the same time, tolerance for cost overruns and delivery risks is steadily diminishing. Recent Ipsos research, published in Versatile International’s Construction Pulse whitepaper, reveals that rising costs and mounting project complexity are among the most significant challenges facing developers in the UAE and Saudi Arabia – a Wajdi Marroun, Managing Director, Versatile International 70 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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REDEFINING SUCCESS IN MIDDLE EAST CONSTRUCTION THROUGH EXPERT CONSULTANCY concern shared by more than half of the industry professionals surveyed. As developers redefine what success truly means, it becomes clear that speed and scale are no longer the ultimate differentiators. Real achievement lies in the ability to turn vision into reality. One key way to achieve this is through optimised supply chain management, which allows developers to control risk, manage costs, and ensure long-term asset performance. In our work across destination- scale developments, one pattern has become clear: the developers gaining ground today are those engaging specialist expertise early in the project lifecycle to prevent common pitfalls. Through our unique business model, we call it ‘getting it right from the start’. This shift is particularly evident in projects that rely heavily on natural stone. Across the Middle East, stone remains a defining material for large-scale developments, with the regional natural stone market valued at approximately USD 205 million, driven primarily by construction activity in the UAE and Saudi Arabia (Grand View Research). Its appeal lies in its sustainability, authenticity, diversity and longevity but stone is also a highly variable natural material. When critical decisions around material selection, sourcing, volume planning, and installation methodology are made too late, that variability can have significant consequences. 30 percent of construction work is rework, driven by factors such as materials being unfit for purpose, insufficient volumes arriving on time, installation errors, and poor coordination across contractors. At scale, these issues can translate into significant programme disruptions, cost overruns, and compromised asset quality. Defining feasibility and quality parameters upfront creates alignment across designers, contractors, and suppliers before construction begins, reducing downstream risk and protecting outcomes. This is why specialist consultancies are increasingly embedded as integrated members of asset development teams. Engaged by the developer rather than suppliers or contractors, these experts remove conflicts of interest, introduce transparency across the supply chain, and apply governance that allows complexity to be managed proactively. At Versatile International, we operate this way, providing stone project management consultancy from early design through to final installation. For developers navigating increasing complexity, the focus is clear: not to fix problems faster, but to prevent them altogether. ‘Getting it right from the start’ is the path to certainty of outcome. TO ADDRESS THIS, DEVELOPERS ARE MOVING AWAY FROM TRADITIONAL PROCUREMENT MODELS THAT PUSH RISK DOWN THE VALUE CHAIN AND INSTEAD PRIORITISING EARLY TECHNICAL EXPERTISE. WWW.CBNME.COM CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 | 71

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ONE TO WATCH DWTN Residences Deyaar Development A flagship project that captures the very pulse of tomorrow, distilling the market’s direction and the quiet evolution of the built world into a single, resonant expression of vision and craft CBNME / EDITOR’S CHOICE D eyaar Development PJSC has officially broken ground on DWTN Residences, its new flagship tower set to reshape the meaning of city living in Dubai. Marking more than just the start of construction, the ceremony signalled Deyaar’s next chapter in creating lifestyle-led communities in the heart of the city. The tower will host over 522 residences – from one- to three- bedroom apartments and duplexes to sky-high penthouses and a signature Royal Palace crowning the development. With more than 75,000 square feet of amenities woven through its levels, DWTN Residences is conceived as a self- contained vertical community rather than a conventional high- rise, reflecting Dubai’s ambition for smarter, more liveable luxury. As the project moves ahead, it is poised to become a standout address for residents seeking an elevated urban experience. 72 | CONSTRUCTION BUSINESS NEWS ME | JANUARY 2026 WWW.CBNME.COM

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