< Previous40 JULY 2024 | GIGAPROJECTS SPECIAL REPORT | HARMONISING INNOVATION AND TRADITION Nassib Al-Sibassi, Managing Director KSA at Compass Project Consulting, on the transformative journey of hospitality development in Makkah and Madinah, driven by Vision 2030 and signicant projects In the heart of Saudi Arabia, where ancient traditions meet cutting-edge innovation, lies the future of hospitality. As a leading consultancy in construction project development, we have been privileged to witness the evolution of ultra-luxury developments, including NEOM, Red Sea Global, and Diriyah Company. Not to be overlooked is a much greater surge in hospitality development taking place in the holy cities of Makkah and Madinah. Through my many years in the kingdom, I have been privileged to witness fi rsthand the intricate dance of tradition and innovation that characterises the development of hospitality projects in these sacred cities. Revered by millions of Muslims worldwide, Makkah and Madinah present a unique set of challenges and opportunities for infrastructure development, demanding a delicate balance of deep religious understanding, cultural reverence, and technological advancement. The development of hospitality projects in Makkah and Madinah is far from a conventional undertaking. These cities host millions of pilgrims annually during Hajj and Umrah. Consequently, the infrastructure must be designed to accommodate the infl ux of visitors while preserving these sites’ spiritual and cultural essence. Various studies have delved into this multifaceted endeavour, off ering valuable insights into eff ective strategies and the inherent challenges.. VISION 2030 AND RELIGIOUS TOURISM Since the launch of Vision 2030, Saudi Arabia has welcomed over 600 million visitors. Religious tourism, encompassing Hajj and Umrah, remains a crucial pillar in the tourism drive and a vital contributor to the kingdom’s non-oil economy. It also signifi cantly contributes to the nation’s eff orts to diversify its economy. The religious tourism market is Saudi Arabia’s second-largest source of revenue after hydrocarbons, contributing $12 billion annually to its economy. Much of the development in the holy cities of Makkah and Madinah aligns closely with Vision 2030 objectives, aiming to increase the number of pilgrims and enhance the cities’ appeal as global tourist destinations. By 2030, Saudi Arabia aims to host 50 million pilgrims as part of a broader goal to attract 150 million domestic and international tourists annually. HOSPITALITY EXPANSION IN HOLY CITIES The resurgence of Saudi tourism has catalysed a signifi cant increase in hotel activity nationwide, particularly in Makkah and Madinah, the most visited globally and within the kingdom. Saudi Arabia plans to add a total of 320,000 new hotel JULY 2024 41 | GIGAPROJECTS SPECIAL REPORT | rooms, with approximately 221,000 of these rooms specifi cally planned for the holy cities. Makkah alone houses 450,000 hotel rooms across 1,151 hotels, while Madinah incorporates 75,000 hotel rooms. RUA AL MADINAH The Rua Al Madinah project is a transformative development poised to reshape the hospitality landscape of Madinah. This ambitious initiative will add over 10,000 hotel rooms and create more than 15,000 jobs, signifi cantly boosting the local economy and enhancing the pilgrim experience. Aimed at developing modern infrastructure while preserving the area’s historical and spiritual signifi cance, the project includes luxury hotels, residential units, and commercial spaces to accommodate the growing number of visitors. The masterplan focuses on enhancing the pilgrim experience by providing state-of-the-art facilities and services. To ensure smooth progress in each phase, the project leverages advanced project management techniques, such as critical path analysis and agile methodologies. This expertise enables a seamless integration of modern amenities within the historical context of Madinah, ensuring a balanced and respectful approach to development. MASAR DESTINATION In Makkah, the Masar Destination project is a transformative urban development initiative. Spanning a 3.5km pedestrian boulevard, this comprehensive project will introduce new residential, commercial, and hospitality facilities in a $27 billion investment aimed at transforming Makkah with 40,000 planned hotel rooms. Its primary goal is to streamline the pilgrim movement and improve access to the holy sites while integrating green spaces and advanced urban planning principles. Madinah presents unique challenges. Ensuring that new developments do not disrupt the sanctity of the holy sites requires meticulous planning and respect for religious and cultural sensitivities. During peak pilgrimage seasons, managing the infl ux of millions of pilgrims also requires sophisticated crowd control and transportation solutions. For instance, real-time data analytics and integrated transport systems are crucial in maintaining order and safety, and smart city technologies are implemented to enhance the pilgrim experience. These innovations help manage the fl ow of people, reduce congestion, and ensure the safety and comfort of visitors. COMMUNITY ENGAGEMENT Engaging the local community is essential in the development process. Ensuring that the benefi ts of tourism and infrastructure projects extend to local residents is a priority. This involves creating job opportunities, supporting local businesses, and preserving the cultural heritage of the cities through careful architectural design that refl ects Makkah and Madinah’s historical and religious signifi cance. Developers must work closely with religious and cultural authorities to ensure that new buildings and facilities complement the existing sacred landscape. FINAL THOUGHTS As Vision 2030 drives economic diversifi cation, Makkah and Madinah will lead this transformative journey, welcoming pilgrims with state-of-the-art hospitality. Eff ective hospitality project development in Makkah and Madinah requires a multifaceted approach that integrates advanced technology, community engagement, innovative leadership, and sustainable urban planning. Addressing construction challenges and enhancing infrastructure are crucial to accommodating millions of pilgrims while respecting these sites’ spiritual signifi cance. Compass has collaborated with capital project owners, developers, and operators as a leading consultancy in transforming these sacred cities into models of modern hospitality. Our integrated approach is built on trust, expertise, and innovation. By leveraging a comprehensive suite of project management services, we meticulously plan and execute each phase of development—from feasibility studies to fi nal handover. This means precise budgeting leading to reducing fi nancial risks, eff ective procurement giving timely and on-budget delivery for project owners, industry insights and competitive pricing for developers, and operational effi ciency and sustainab ility for operators. Designed to meet the highest standards of sustainability and innovation, Masar Destination ensures a seamless blend of tradition and modernity. Procurement management services will greatly benefi t projects like Masar Destination, which ensures sourcing the best materials and technology for innovation and sustainability. By leveraging expertise in this area, such developments can achieve cost effi ciency while maintaining high-quality standards, ultimately enhancing the overall pilgrim’s experience. This comprehensive approach underscores the project’s critical role in the urban development of Makkah, making it a model for future initiatives. JABAL OMAR DEVELOPMENT PROJECT The Jabal Omar development in Makkah is a monumental project that will signifi cantly enhance the city’s hospitality infrastructure. Located near the Grand Mosque, this development features a series of high-rise buildings that off er luxury accommodations, retail outlets, and dining establishments. Its primary goal is to provide pilgrims unparalleled convenience and comfort, enriching their spiritual journey with world-class amenities. By meeting the growing demand for quality accommodations and services, the Jabal Omar development adds over 4,000 hotel rooms and supports more than 10,000 jobs, highlighting its substantial economic impact. This signifi cant contribution underscores the importance of integrating data-driven strategies to optimise resource allocation and operational effi ciency. By leveraging these insights, developments like Jabal Omar can maintain fi nancial effi ciency while delivering exceptional value and experience to visitors. CHALLENGES AND OPPORTUNITIES Developing hospitality projects in Makkah and Rua Al Madinah project in Saudi Arabia| OPINION | 42 JULY 2024 Saudi Arabia’s education sector is currently undergoing rapid transformation and signifi cant reform as part of its ambitious National Vision 2030. The aim is to modernise the education system and provide diverse educational opportunities that align with the evolving needs of the labour market for Saudi youth. Saudi Arabia boasts a young population profi le, projected to reach 11.2 million people by 2025, up from 10 million school- age youth (ages 6–24) in 2018. As Saudi families increasingly prefer to educate their children at international schools within the kingdom rather than sending them abroad, and with the rising number of expatriate families, the education sector is experiencing remarkable growth. According to the Saudi Ministry of Education’s open data, the kingdom witnessed a notable increase in the number of public, national, and private schools, reaching 43,158 in 2022 from 32,551 in 2020. Furthermore, data from the Ministry of Higher Education reveals a signifi cant rise in the number of public and private universities and colleges, with 85 in 2021 compared to 65 in 2015. This substantial growth in the education industry presents promising investment opportunities for forward-thinking investors. In response to these trends, a growing number of international operators are looking for opportunities in the Saudi market through acquiring or forming joint ventures with local school owners and operators. However, many existing school facilities are incompatible with the international education system’s standards, space functionality, and amenity requirements. As a result, many are opting to build new campuses from the ground up. RETHINK, RENOVATE, AND RETROFIT While constructing a new building may seem like an easy solution, renovating and retrofi tting existing assets off ers several advantages. The top three benefi ts include lower cost, reduced environmental impact, and increased speed to market. Cost-eff ective: Although project costs will vary from project to project, in general, constructing a new school tends to be more expensive than renovating an older one. This is mainly because building new involves a more complex scope of work, requires more man hours, and uses more materials. However, historic buildings are an exception to this general rule. RETROFITTING EDUCATIONAL FACILITIES TO BE FUTURE-FIT Syed Hussain, Director – Project and Development Services at JLL KSA, explores how the kingdom’s education sector is modernising and expanding with growing investment opportunities| OPINION | JULY 2024 43 With a carefully planned phased schedule, the school can remain operational with limited disruption to its operations throughout the construction. Environmentally friendly: Construction is inherently more material-intensive and generates a greater amount of waste compared to renovation. The extraction, packaging, and transportation of materials further contribute to emissions during the construction process. Additionally, construction activities often result in increased air, water, and noise pollution, and may necessitate costly demolition procedures. On the other hand, renovations typically require fewer materials and generate less waste. Moreover, integrating sustainable features into an existing structure is relatively straightforward, allowing for reduced energy consumption. Considering that the building sector is responsible for over 40% of global carbon emissions, it is crucial to prioritise upgrading and refurbishing existing schools as part of Saudi Arabia’s commitment to achieving net-zero emissions by 2060. Internationally, numerous adaptive reuse projects have demonstrated reductions in carbon emissions ranging from 50% to 70% when compared to new construction. Speed to market: The duration of a new construction project is often longer than that of a renovation due to the extensive amount of work that needs to be completed. With new construction, the entire site needs to be prepared, the building’s foundation laid, all utility equipment installed, and the entire structure built from the ground up, including fi nishes. Renovations and retrofi ts can often be completed more quickly than new construction. Because the project is not starting from scratch and many of the necessary building elements are already in place, they can be integrated into the renovated building, requiring the construction team to do much less work. As owners, developers, and investors often impose aggressive timelines for project delivery, renovations, and retrofi ts are important considerations for increased speed to market. SMARTER DESIGN AND CONSTRUCTION When renovating and retrofi tting buildings, there are often complex challenges, especially when dealing with existing structures and systems, or when original drawings are unavailable. Laser scanning and BIM are powerful tools for renovation and retrofi tting projects. It allows architects, designers, contractors, and building owners to visualise the existing structure in 3D and evaluate multiple design options for enhancing an existing facility while minimising its impact on performance and occupants. This allows for more accurate and feasible design solutions while reducing the likelihood of design revisions. By leveraging laser scan to BIM technology, teams can minimise errors, rework, and miscommunication, thereby enhancing effi ciency, promoting collaboration, and achieving cost savings. COMPREHENSIVE CONSIDERATION Repurposing existing educational campuses through adaptive reuse to become new schools can provide an excellent learning environment. However, this requires eff ective planning, comprehensive evaluations, and careful consideration of factors such as cost, safety, sustainability, and the well-being of students and staff . These considerations are essential when designing an ideal educational space. Additionally, repurposing educational campuses off ers opportunities to teach the new generation about sustainability by providing real-world examples, conserving resources, reducing environmental impacts and promoting cost-eff ectiveness. By instilling sustainable practices early on, educational institutions can foster a greater understanding and appreciation for sustainable development among future leaders and professionals. Given that 80% of buildings in mature cities are expected to still be in use in 2050, it is crucial to focus on addressing the existing stock through reusing and retrofi tting to achieve net-zero carbon ambitions. Top three bene ts of renovating and retro tting existing assets include lower cost, reduced environmental impact, and increased speed to market Syed Hussain, Director – Project and Development Services at JLL KSA| BRAND VIEW | 44 JULY 2024 For nearly nine decades, Hassan Allam Holding has been a towering fi gure in the construction, engineering, investment and development sectors. Since its inception in 1936, the company has epitomised resilience and innovation. Its storied history is a testament to its strategic foresight, monumental projects, and visionary future. From its early days, Hassan Allam Holding has been synonymous with exceptional construction quality and a relentless pursuit of progress. Its foundational project, the El Kassaseen Hospital, laid the groundwork for its future success. The company swiftly diversifi ed, off ering a wide array of services across ten countries, encompassing infrastructure, logistics, and renewable energy. This expansion has provided unprecedented opportunities, refl ected in its robust workforce of over 50,000 dedicated employees. Key milestones have shaped Hassan Allam Holding’s illustrious journey. A pivotal moment came in 1976 with the company’s foray into the Saudi Arabian market, followed by its entry into the UAE in 2023. The establishment of Hassan Allam Utilities in 2017 marked another milestone, focusing on sustainable infrastructure in water, energy, social infrastructure, and transport logistics. This diversifi cation has cemented the company’s industry leadership, positioning it to capitalise on emerging opportunities. Founded by Hassan Allam, Hassan and Amr Allam, his grandsons, represent the third generation of leadership. Their strategic vision has seen the company’s backlog A LEGACY OF GROWTH AND EXPANSION As Hassan Allam Holding celebrates 88 years of excellence in construction, engineering, investment, and development in the region, it’s worth highlighting some of the company’s key milestones “Hassan Allam Holding has seen its backlog soar from $500 million in 2009 to $5.5 billion in 2024”| BRAND VIEW | JULY 2024 45 soar from $500 million in 2009 to $5.5 billion in 2024. Despite its growth, Hassan Allam Holding remains steadfast in its core values of hard work, honesty, and loyalty to excellence. These principles underpin the company’s culture and practices, ensuring every project is delivered with the utmost quality and on time. ACCESSING THE MIDDLE EASTERN MARKET Expanding beyond Egypt to 10 countries, Hassan Allam Holding has successfully navigated a landscape of unique opportunities and challenges within the markets of Egypt, Saudi Arabia, and the broader Middle East, including Jordan, Algeria, the UAE, and Libya. This expansion has prompted the company to craft tailored strategies that eff ectively address the specifi c needs and demands of the region. Currently, Egypt accounts for 60% of the Group’s backlog, the GCC for 35%, and the rest of Africa for 5%. Hassan Allam Holding’s portfolio boasts several landmark projects that have signifi cantly impacted local communities and economies. In Egypt, its work on the Cairo Metro Line 4 has modernised transit and improved connectivity. The Toshka Reclamation Project has transformed agricultural productivity, enhancing food security. Meanwhile, the establishment of Egypt’s fi rst and largest Black Sand Minerals Separation Plant has driven industrial growth and export potential. Also, through the Hayah Karima initiative, Hassan Allam Holding has undertaken 18 projects across six governorates, benefi ting 24 villages and three million citizens. The National Museum of Egyptian Civilization, constructed by Hassan Allam Holding, is part of a large cultural development project in Cairo. Additionally, Legacy, a Hassan Allam Holding company, operates the Grand Egyptian Museum, the world’s largest museum dedicated to a single civilisation, attracting global attention and tourism. In Saudi Arabia, Hassan Allam Holding’s luxury hotel projects for The Red Sea Global include Four Seasons, Six Senses, Rosewood, and the Marina Hotel at AMAALA. In addition, the company’s involvement in The KAUST Coral Restoration Initiative in NEOM City, the world’s largest coral reef restoration eff ort, promotes environmental sustainability and marine biodiversity. Investment is a cornerstone of Hassan Allam Holding’s operations. The company’s investment strategy is led by Hassan Allam Utilities, which focuses on seizing profi table opportunities and expanding strategic businesses through partnerships. Notable ventures include YANMU Logistics Park, a $250 million logistics platform in collaboration with A.P. Moller Capital. Additionally, another project is a 10GW capacity onshore wind farm in Egypt, which is set to be one of the largest in the world, with a project value exceeding $10 billion and an expected reduction in carbon emissions of 23.8 million tonnes per year. Furthermore, notable projects include the Benban 60MW PV IPP Solar Park and a 1.1GW wind farm in Egypt, which aim to provide sustainable electricity to 1,080,000 households. Looking ahead, Hassan Allam Holding anticipates signifi cant trends in the construction and engineering sectors. These include a heightened focus on sustainable development, particularly in renewable energy and green construction, and the increased adoption of advanced technologies to enhance project effi ciency and delivery. These trends promise to sustain the company’s growth while ensuring a positive impact on the construction and engineering landscape. Hassan Allam Holding’s 88-year journey is a saga of resilience, innovation, and excellence. As the company continues to expand its footprint across the Middle East and beyond, its strategic focus on sustainability and innovation positions it to positively shape the construction and engineering sectors for decades to come. Black Sand Minerals Concentration Plant, Egypt KAUST’s Coral Restoration Initiative project, NEOM, Saudi Arabia| INTERVIEW | 46 JULY 2024 Vincenzo Spina, the Founder of StoneX Consulting, hails from Carrara, a city renowned for its white marble quarries, dating back to Roman times. However, it wasn’t until after he graduated in Building Engineering that Spina discovered the world of natural stone. “I came across natural stone while working with two of the most experienced stone consultants,” he recalls. This newfound passion for natural stone, combined with his lifelong creativity, innovation, and passion for entrepreneurship and architecture, led to the establishment of StoneX Consulting in 2016. “There was a lot to do to revolutionise how stone was selected, used, and managed in architectural construction projects,” Spina explains. Thus, StoneX Consulting was born as the fi rst independent stone consulting fi rm in the Middle East, with a mission to simplify the selection of natural stone. Spina attributes his success to several pivotal moments and mentors in his career. “The moment I moved to UAE opened a world of opportunities that I might not have had in Europe,” he says. Another signifi cant milestone was when EMAAR became StoneX’s client. “With a large-scale developer like EMAAR, we were able to implement and improve selection, procurement, and quality control procedures on a big scale,” Spina shares. This partnership allowed StoneX to perfect a system that removes THE GENESIS OF A VISION Founder Vincenzo Spina’s passion for natural stone and innovative vision led to the creation of StoneX Consulting, establishing the rst independent stone consultancy in the region in 2016 StoneX’s latest project, Ramhan Island, is a new luxury development off the Abu Dhabi coast| INTERVIEW | JULY 2024 47 the unpredictability from the stone package, making it more manageable and reliable. However, he notes that establishing StoneX Consulting was not without its challenges. “The main challenge was that the role of a ‘stone consultant’ wasn’t very popular in UAE back in 2016,” Spina explains. It took years of eff ort to educate clients about the advantages of having an independent stone consultant on board. Natural stone, often perceived as a straightforward construction material, requires specialised knowledge and management. “Unless you work with someone like StoneX Consulting, natural stone can be quite challenging,” he adds. PRESTIGIOUS PROJECTS Among the many projects StoneX Consulting has undertaken, Spina is particularly proud of the external facade work for the Vida Dubai Mall project. “It’s not my biggest project but defi nitely the most interesting,” he notes. The architects aimed to replicate the design of the quarry on the facade using Italian travertine. “We visited the quarry in Rome, selected the quality range, organised the material in categories, and distributed them in the elevation to achieve the gradual variation of tone,” Spina explains. The meticulous process resulted in a stunning façade that perfectly complements the vibrant Downtown Dubai. Continuing, he says that StoneX Consulting has collaborated with prestigious clients such as EMAAR, Omniyat, and Majid Al Futtaim, among others. “Each project is unique and has a diff erent setup based on the contractual agreements put in place by the developer,” Spina says, revealing that the consultant excels in designing the best stone selection process for each project, from design to procurement strategy, quality control, and implementation. Notable projects with EMAAR include Il Grande, Forte, Il Primo, ADDRESS Opera, and Vida Dubai Mall, among others. “Lamborghini Villas in Dubai Hills and the iconic Grand Blue Towers by Elie Saab in EMAAR Beachfront are some of our signifi cant projects,” Spina highlights. With Omniyat, StoneX was part of the consulting team during the stone selection of Ava Tower, a luxury residential tower in Palm Jumeirah. For Majid Al Futtaim, StoneX undertook the consultancy for Mamzar Villa, a private residence, as well as the Mall of the Emirates and City Centre Deira mall. STAYING AHEAD OF TRENDS High-profi le clients have high expectations, focusing on saving time and money while achieving top-notch quality. Spina emphasises the importance of clear communication with the design team and close collaboration with the client’s project management team. “At StoneX Consulting, we ensure meeting the client’s expectations by quickly managing each challenge related to the stone package when detected,” he explains. As the fi rst independent stone consultant fi rm established in the UAE, StoneX Consulting has brought signifi cant innovation to the construction industry, adds Spina. Initially, clients often confused them with stone contractors. However, as the market became more educated, developers, architectural fi rms, and contractors began to appreciate the benefi ts of having an independent stone consultant. Spina’s team developed the “5 steps StoneX method,” which transforms the inherently variable material of stone into a predictable and manageable process. “The main innovation was to move the part of the quality control process to the country of fabrication, ensuring pre-approved material is brought to the UAE,” he shares. FUTURE VISION Looking ahead, Spina is excited about expanding StoneX Consulting internationally, bringing the “StoneX 5 steps methodology” to other countries. “I’m passionate about stone, design, and this industry,” he says, pointing out how involving StoneX early in the design stage can signifi cantly impact the project. Moreover, he says the company’s commitment to quality and sustainability has been a game-changer for his clients. “Selecting the ‘right’ stone with the designers and architects, along with a better quality control process, has been a total game- changer,” he notes. Summarising the conversation, Spina says his values deeply infl uence his business and project management approach at StoneX Consulting. “I believe that beauty matters, as it aff ects people’s lives positively,” he explains. This philosophy of striving for excellence is shared with his team. He also views the selection of natural stone as an intricate journey, and his team is committed to keeping it as simple as possible to ensure the result is worth the eff ort. “We are changing an entire industry, innovating it, and it gives great satisfaction to see that a better product is delivered to end users thanks to StoneX Consulting’s team,” he concludes. Since its establishment, StoneX Consulting has revolutionised how stone is selected, used, and managed in architectural construction projects in the region Vincenzo Spina, Founder, StoneX Consulting| MODULAR CONSTRUCTION | 48 JULY 2024 In an exclusive interview with Construction Week Middle East, James Burgess, Managing Director for KSA at Arena Group, shares how the company leverages modular construction techniques to innovate the design and delivery of structures. He also discusses Arena Group’s strategic approach, the adaptability of its solutions, and its vision for the future of modular construction in the industry. How is Arena Group leveraging modular construction techniques to innovate the design and delivery of structures? Arena Group has consistently led the way in off ering cutting-edge temporary solutions originating within the events industry. Our strategic approach involves harnessing modular construction techniques to revolutionise both the design and delivery of structures. When confronted with tight deadlines, which are inherent in the events industry, we excel in operating under intense time constraints. Our adept team, along with a well- established supply chain, is trained to thrive under pressure, ensuring the seamless execution of all aspects, including commercial considerations, design intricacies, and on- site construction. Incorporating modular construction into our methodology has proven instrumental in enhancing effi ciency. Our systems and processes are tailored to support rapid deployment, exemplifi ed by the installation of ISO walls and windows. Unlike traditional approaches, modular construction eliminates the need for bespoke redesigns for each project, providing a streamlined and time- eff ective solution. This approach extends across various on- site applications, fostering a cohesive and permanent feel to temporary spaces, both in terms of product and process. This innovative integration of modular construction techniques underscores Arena Group’s commitment to pushing the boundaries of structure, design, and delivery. How does Arena Group ensure that its projects meet the diverse and specifi c needs of diff erent events, from sporting to cultural occasions? We prioritise delivering highly customisable modular constructions to cater to the diverse and specifi c needs of various events, ranging from sporting extravaganzas to cultural celebrations. Our commitment to BUILDING MODULAR James Burgess, Managing Director for KSA at Arena Group, on the transformative power of modular construction in revolutionising event spaces and de ning industry standards| MODULAR CONSTRUCTION | JULY 2024 49 customisation is evident in the adaptability of our products, allowing us to incorporate diff erent shapes seamlessly, while a range of 5mx5m components, provides us with the creative freedom to craft intriguing architectural designs. For sporting events, we excel in creating pillarless viewing, a signifi cant advantage made possible by ingeniously incorporating a 2.5m cantilever. Moreover, our modular constructions are engineered to accommodate up to three useable fl oors, a useable sub-deck, and an additional roof terrace, off ering versatility in event spaces. Our dedicated R&D team continually enhances our products, exploring innovative possibilities such as incorporating new shapes to meet evolving event demands. The scalability and customisation options inherent in our modular frame, based on a 5x5 grid, allow us to seamlessly adapt to varying spatial requirements. A notable feature of our approach is the use of a steel structure instead of concrete, providing the fl exibility to change and adjust the façade without compromising the integrity of the main structure. How do you see modular construction evolving within the industry, and what role will Arena Group play in shaping that future? With our extensive experience and innovative solutions, we are well-positioned to advance modular construction and support the kingdom in achieving its ambitious project timelines. We are also committed to accelerating construction processes for timely completion, promoting eco-friendly practices, and ensuring high standards of dependability. Our adaptable products can be seamlessly removed, rebuilt, and tailored to various needs, from show homes to healthcare facilities. Furthermore, we support fl exible and effi cient project development through phased building and ensure compliance with permanent building codes and local regulations. With a main contractor license in Saudi Arabia, Arena Group is diversifying its scope and off erings and is positioned to shape the future of modular construction by driving innovation and effi ciency in the industry. Pop-up shops constructed by Arena Group in 39 days for ROSHN’s Sidra 1 project James Burgess, MD for KSA at Arena Group • LIV Golf Jeddah repurposed to Saudi International (Men’s Tournament) This project exempli ed our adaptability by repurposing the LIV Golf venue for the prestigious Saudi International Men’s Tournament. The seamless transformation showcased our ability to meet evolving event needs while maintaining a high standard of design and execution. The modular structure was in place for a full gol ng season, which entailed the structure being refaced and repurposed for each event. At the end of the season, the structure was removed, leaving no footprint. • F1 Jeddah – Three-year rental across three buildings Spanning a substantial 16,000m2 across three buildings, our ongoing collaboration with F1 Jeddah for a semi-permanent structure is a testament to our capability to deliver on a large scale. This project took ve months to design and ve months to build and will last for three years. The building contains 1,365 tonnes of steel, 25,000m2 of AXP cladding, and 12 lifts. • Sidra 1 – Pop-up shops The Sidra 1 project showcased our versatility in creating dynamic and engaging spaces, particularly in pop- up shops. The design and execution of this project re ect our ability to meet the distinct needs of clients seeking innovative and temporary retail solutions. Constructed in 39 days, the structure is now set to be relocated. We will deconstruct and reconstruct it using 90% of the current materials, ensuring a 0% footprint. • Sela – Murabbah Restaurants (2019- 2022) Noteworthy for its location in a historical and protected area, the Sela project involved creating pop-up restaurants that left little to no footprint. The structure was made to t within the existing landscape without impacting the historical space. This venture underscored our commitment to sustainability while delivering exceptional design and execution in challenging and culturally signi cant environments. ARENA GROUP’S SIGNIFICANT PROJECTSNext >