< PreviousTOTAL NUMBER OF UNITS 788 10 FEBRUARY 2025 THE BIG PICTURE 10 FEBRUARY 2025 CW_Feb2025_10-11_Big Picture_13495406.indd 10CW_Feb2025_10-11_Big Picture_13495406.indd 1003/02/2025 12:5903/02/2025 12:59FEBRUARY 2025 11 THE BIG PICTURE The Pulse Beachfront features 788 residential units ranging from 2,600 to 4,800 square feet of living space. All villas come with master bedrooms, a maid’s room, equipped closed kitchens, private gardens, covered private parking spaces, spacious living rooms, study rooms, and rooftops. Additionally, the project includes a large water lagoon and an artifi cial beachfront, as well as a half-Olympic size swimming pool. Amenities at the project include a state-of-the-art fi tness club, gym, squash tennis court, climbing walls, private lounge, yoga garden, aerobics studios, a dedicated kid’s club, and water park. [Dubai South] FEBRUARY 2025 11 CW_Feb2025_10-11_Big Picture_13495406.indd 11CW_Feb2025_10-11_Big Picture_13495406.indd 1103/02/2025 12:5903/02/2025 12:5912 FEBRUARY 2025 QUOTE OF THE MONTH S arcc, a PIF Company, was launched in October 2024 to address the evolving needs of the employee accommodation sector and other industries amidst the kingdom’s giga and megaprojects. “The inspiration behind sarcc’s creation was a realisation during COVID-19 of the need to improve accommodation standards, especially for the employee accommodation sector,” Taylor explained. “The demand for high-quality accommodation is off the scale with the ongoing giga and megaprojects. We saw an opportunity to raise standards and attract talent from across the globe.” sarcc’s goals align closely with PIF’s broader objectives that supports Saudi Vision 2030. Taylor described sarcc as an enabler within PIF’s local real estate division. “Our primary mandate is to bring specialised employee accommodation to the market, ensuring a great standard of living, which is fundamental to the quality of life pillar of Vision 2030,” he emphasised. Discussing the opportunities and challenges, Taylor noted, “We are not constrained by specifi c land masses; we operate country-wide, addressing varied accommodation requirements from diff erent sectors like construction, aviation, and hospitality. Moreover, Taylor also outlined sarcc’s revolutionary approach to accommodation with fi ve key pillars: elevating market standards, fostering reliable partnerships, ensuring effi cient project delivery, leveraging technology and data, and focusing on quality of life. “We’re not just creating facilities; it’s also about making sure these facilities enhance residents’ quality of life,” he said. On the role of technology, Taylor highlighted sarcc’s focus on data-driven operations and modern construction methods. “We are exploring modular construction and design for manufacture and assembly (DFMA) to bring scalable, adaptable, and durable accommodations to market quickly,” he explained. He also addressed the impact of modular construction, saying, “Modular solutions are evolving in Saudi Arabia. We are working with suppliers globally to harness advancements in automation and intellectual property. Our goal is to defi ne a distinctive quality standard for sarcc facilities, ensuring they stand out in the market.” In summary, sarcc is set to transform the accommodation sector in Saudi Arabia, aligning with the PIF vision that supports the kingdom’s ambitious Vision 2030 and addressing the growing demands of its booming construction industry. During an interview with Construction Week Middle East, Mark Taylor, CEO of Smart Accommodation for Residential Complexes Company (saarc) shed light on the company’s mission to revolutionise employee accommodation standards in Saudi Arabia The demand for high-quality accommodation is off the scale CW_Feb2025_12_Quote of the Month_13497878.indd 12CW_Feb2025_12_Quote of the Month_13497878.indd 1203/02/2025 13:0003/02/2025 13:00Das gute Licht. The light that becomes a sculpture The light mirror is not just an eye-catching luminaire, but a sculptural wall object too, thanks to its shape, material and design options. Available in different formats and colour tones, it enables attractive combinations in both private and commercial spaces. bega.com/lightmirror Untitled-3 1Untitled-3 131/01/2025 10:4331/01/2025 10:4314 FEBRUARY 2025 STAT OF THE MONTH PROJECT HIGHLIGHTS TOTAL VALUETOTAL SURFACE AREATOTAL LENGTH OF BRIDGES NUMBER OF INSTALLED STREETLIGHTS $85.8MN10,242M²742M61 ABU DHABI LAUNCHES TWO NEW BRIDGES, REDUCING TRAFFIC DELAYS BY 80% Abu Dhabi’s Department of Municipalities and Transport (DMT) has completed a major infrastructure project aimed at easing traffi c fl ow and reducing delays. The new development features two bridges connecting Al Khaleej Al Arabi Street with Shakhbout Bin Sultan Street towards Musaff ah. Valued at approximately $85.8 million (AED315 million), the project will drastically cut intersection delays by 80% during peak morning hours and improve the overall traffi c capacity, supporting up to 7,500 vehicles per hour. Both structures are designed with sustainability in mind, incorporating pedestrian and cycle paths to encourage eco-friendly travel options. In total, the bridges span 742 metres, with a surface area covering 10,242 square metres. The project is a key part of Abu Dhabi’s broader initiative to enhance its infrastructure and support future growth. The bridges are expected to reduce morning peak delays at the intersection to just 20 seconds, improving journey times for thousands of commuters heading to key destinations such as Zayed International Airport, Mussafah, and Hudayriyat Island. According to DMT Chairman Mohamed Ali Al Shorafa, the goal of the project is to provide a seamless, connected, and liveable city through the introduction of modern transportation solutions. “We are investing heavily to ensure Abu Dhabi’s infrastructure ranks among the very best in the world and that we meet the capital’s current and future transportation needs,” Al Shorafa said. The development also aligns with the city’s commitment to sustainability and reducing congestion. The bridges were built with a focus on safety and effi ciency, with the project achieving three million safe working hours without any lost time incidents. The DMT collaborated closely with the Integrated Transport Centre (ITC) to ensure that the new infrastructure serves commuters effi ciently while accommodating future developments, including an underpass project. This latest addition to Abu Dhabi’s transportation network is part of a larger wave of infrastructure developments planned for 2025, designed to accommodate the city’s rapid economic growth and the needs of its expanding population. The $85.8 million project enhances city infrastructure, boosts capacity, and supports sustainable travel CW_Feb2025_14_Stat of the Month_13495805.indd 14CW_Feb2025_14_Stat of the Month_13495805.indd 1403/02/2025 13:0003/02/2025 13:00NAVIGATE THE LANDSCAPE OF BUILDING BRILLIANCE, WITH NO INTERRUPTIONS UH OH, THE REST IS ONLY FOR SUBSCRIBERS SCAN BELOW TO JOIN THE EXCLUSIVE COMMUNITY16 FEBRUARY 2025 CITY FOCUSCUS The Khalifa City project is expected to play a vital role in addressing housing demands in the Southern Governorate BAHRAIN LAUNCHES FIRST PHASE OF KHALIFA CITY the new residential units will feature modern designs tailored to the needs of Bahraini families. The four-bedroom units will include spacious living areas, kitchens, storage, and essential infrastructure such as roads, sewage systems, drainage, electricity, and water networks. These features are designed to provide residents with a high-quality, comfortable living environment. Al Romaihi further highlighted that the Khalifa City project is an integral part of Bahrain’s comprehensive development process, which is spearheaded by His Majesty King Hamad bin Isa Al Khalifa. The project also enjoys the full support of HRH Prince Salman bin Hamad Al Khalifa, Crown Prince and Prime Minister. The initiative is aligned with Bahrain’s Government Programme for 2023–2026, which aims to meet the housing needs of citizens across the country. Upon the completion of Phase I, the Ministry of Housing and Urban Planning will shift focus to the next phase of the Khalifa City project. This phase will see the development of an additional 3,000 residential units, further bolstering the government’s commitment to providing aff ordable housing. Other major housing developments, including the 76-unit Al Buhair Housing and 47-unit Hawrat Sanad, are also set to be part of Bahrain’s housing strategy. The Khalifa City project is expected to play a pivotal role in addressing housing demands in the Southern Governorate, contributing signifi cantly to the realisation of the Government Programme’s goals of ensuring adequate housing for all Bahraini citizens. The Ministry of Housing and Urban Planning in Bahrain has announced that work will commence in Q1 2025 on 372 new residential units as part of the fi rst phase of the Khalifa City project. The initiative aims to address the growing housing demand in the Southern Governorate and aligns with the government’s broader eff orts to enhance social housing services. According to the ministry, site preparations have been fi nalised, and the project’s tender has been awarded. The fi rst phase includes the construction of 336 housing units and 36 ownership apartments. This development is a crucial step in Bahrain’s ongoing eff orts to expand its housing infrastructure. Amna bint Ahmed Al Romaihi, Bahrain’s Minister of Housing and Urban Planning, emphasised that CW_Feb2025_16_City Focus_13496594.indd 16CW_Feb2025_16_City Focus_13496594.indd 1603/02/2025 13:0103/02/2025 13:01A TREASURE OF KNOWLEDGE AND UH OH, THE REST IS ONLY FOR SUBSCRIBERS SCAN BELOW TO JOIN THE EXCLUSIVE COMMUNITY Untitled-2 1Untitled-2 104/12/2024 16:3904/12/2024 16:3918 FEBRUARY 2025 | A DAY IN THE LIFE | A DAY IN THE LIFE OF KEREM CENGIZ 6:30AM: I start my day between 6:30 and 7 am, spending about half an hour just hydrating. While I love my coffee, I don’t usually reach for it right away. Rather, I like to allow my brain to re-engage with itself by stretching or taking a walk around my neighbourhood. Setting the right mindset for the day is also a priority. As someone with dyslexia, having a structured process is really important. For me, that process involves brewing coffee at the office, sitting quietly, and re- reading my schedule for the day. 9AM: I look through my day’s schedule the night before, so I always know what to expect. I start my morning by going through emails and responding to those that need addressing. I get a lot of emails from suppliers and trade partners, and I make an effort to reply to all of them. I believe if someone takes the time to write to you, it’s only fair to respond. I have a draft box with subfolders for unread emails, and I’m proud to say I only have 14 unread emails from last year. 11AM: I like sticking to my schedule, but I don’t expect people work around my agenda. At this time of day, I prioritise coordination with our China team. Twelve months ago, we restructured the business, which gave me more time for strategic thinking. Most recently, we introduced something called the MENA Projects Hub, where a central group of directors collaborate to manage projects in this region. 1PM: I don’t eat lunch; instead, I work through it. It’s a choice I made due to health reasons after experiencing a mini-stroke a few years ago. Thankfully, there were no side effects, but it made me realise the importance of managing stress and taking care of my body. At LWK, we operate on flexible working hours, allowing the team to utilise their break as they see fit. As for me, I usually schedule informal meetings or pick up a book. 4PM: This is the time I set aside to collaborate with our global verticals, and a huge part of this success is leadership. Eighteen months ago, I‘d say my leadership style was a bit autocratic, but now, I’d like to think I’ve become more benevolent in the way I make decisions and handle people. 7PM: I have a lot of hobbies. I enjoy cooking and love going back home to Turkish markets, where fresh produce is abundant. If I weren’t an architect, I’d probably be a chef. I also love artisanal collectibles and I make it a point to buy one whenever I travel. Personally, my work-life balance is slightly blurred—but not in a bad way. If you scan my office, you’ll see that I have a little bit of my home in here, and vice versa. My office is my mancave, my sanctuary of sorts. MANAGING DIRECTOR - MENA, LWK + PARTNERS Photography by Ajith Narendra CW_Feb2025_18_Day in the life_13498562.indd 18CW_Feb2025_18_Day in the life_13498562.indd 1803/02/2025 13:0103/02/2025 13:01ACCESS ESSENTIAL INTELLIGENCE ON THE REGION’S PMV SECTOR. UH OH, THE REST IS ONLY FOR SUBSCRIBERS SCAN BELOW TO JOIN THE EXCLUSIVE COMMUNITY AD_PMV2024_MobileDesign.indd 1AD_PMV2024_MobileDesign.indd 103/09/2024 11:4503/09/2024 11:45Next >