< PreviousTOTAL DIAMETRE OF “THE RING” CENTREPIECE 800M 12 JUNE 2025 THE BIG PICTURE CW_June2025_12-13_Big Picture_13604651.indd 1203/06/2025 06:01JUNE 2025 13 THE BIG PICTURE Red Sea Global has unveiled Laheq Island, the first residential-focused development at The Red Sea and a major step beyond Phase One of the gigaproject. Scheduled to open in 2028, Laheq will bring true island living to Saudi Arabia, blending high-end residences with exceptional hospitality and lifestyle offerings. The island will feature a 115-berth marina, watersports and sailing schools, a racket club, sports facilities, and an 18-hole golf course. A vibrant souq and lush parkland add to the appeal, offering a well-rounded lifestyle space for residents and visitors. With five hotels already open and a fully operational airport, The Red Sea is quickly becoming a global destination, and Laheq Island signals the next phase in its ambitious expansion. [Foster + Partners] CW_June2025_12-13_Big Picture_13604651.indd 1303/06/2025 06:0114 JUNE 2025 QUOTE OF THE MONTH For over two decades, Dubai has been a proving ground for some of the most ambitious real estate developments in the world. From towering skyscrapers to man-made islands, the city has built its reputation on a bold duality: luxury at the highest level and large-scale aff ordability to support its rapid urban growth. But today, a quieter, more deliberate revolution is taking place in the space between these extremes—one that’s not defi ned by size or spectacle, but by substance and strategy. That revolution is the rise of the mid-luxury real estate segment. Mid-luxury is not simply a midpoint between ultra-luxury and aff ordable housing. It represents a new paradigm in how developers, investors and residents defi ne quality, liveability, and value. And in a market as fast-evolving and diverse as Dubai, it’s becoming one of the most infl uential and sustainable asset classes in the real estate spectrum. THE RISE OF THE MIDDLE: MORE THAN A PRICE POINT Dubai’s real estate market has matured in step with its population. As the city’s demographic makeup has evolved, with more young professionals, digital entrepreneurs, expat families and long-term residents putting down roots, the demand for homes that blend style, function and attainability has surged. This shift is economic as much as it is cultural. Globally, infl ationary pressures, interest rate fl uctuations and lifestyle reassessments have redefi ned what “value” means in the property market. Buyers are increasingly unwilling to stretch into ultra-premium territory for features that can be delivered thoughtfully and cost-eff ectively at a mid-luxury level. Mid-luxury homes provide a curated experience without an extravagant entry price. They prioritise intelligent design, durable materials, smart home integrations, wellness-focused layouts and community infrastructure, all of which support a modern, convenient lifestyle. In short, mid-luxury is where aspiration meets pragmatism and Dubai is positioned to lead this movement in the region. TOWARD A NEW URBAN VISION Ultimately, the rise of mid-luxury is about more than housing, it’s about how cities like Dubai evolve to meet the changing needs of their populations. It’s a refl ection of urban maturity, where growth is driven not just by expansion, but by refi nement. It’s where the measure of a home is not its extravagance, but its liveability, its impact and its contribution to a smarter, more sustainable future. As we look ahead, this segment will continue to shape Dubai’s next wave of development. It will inform how communities are planned, how infrastructure is integrated and how residents experience daily life. And perhaps most importantly, it will help Dubai remain globally competitive, not just in skyline status, but in its ability to off er a better way of living for more people. Visit the Construction Week Online website to read the full article Emad Saleh, Founder & Chairman at AMWAJ Development, shares insights on Dubai’s mid-luxury real estate market In today’s Dubai, residents expect homes to be more than static shelters CW_June2025_14_Quote of the Month_13611905.indd 1405/06/2025 00:27Surface Solutions, Designed by Nature Untitled-3 130/05/2025 21:1416 JUNE 2025 STAT OF THE MONTH PROJECT HIGHLIGHTS TOTAL AREA PARKING SPACES TOTAL STORESF&B OUTLETS 500,000ft2 900+ slots100+ 20+ DUBAI HOLDING ASSET MANAGEMENT OPENS 500,000FT2 NAD AL SHEBA MALL Dubai Holding Asset Management (DHAM) opened Nad Al Sheba Mall, introducing a vibrant new community hub to the area. Designed as a mixed-use lifestyle destination, the 500,000-square-foot mall is set to house over 100 stores spanning fi tness, retail, entertainment, F&B, healthcare and supermarkets. The fi rst major brands to open include Home Bakery, Joud Coff ee, PDL Café, Parka Bakehouse, Homer Lobster, % Arabica, Fun City, Spinneys, GO Sport and SALT. FitnGlam, Fitcode and Union Coop joined in May 2025. Many more retailers are set to follow in the coming months. The mall is designed to cater to the growing residential communities in and around Nad Al Sheba, off ering a convenient, family-friendly destination that combines everyday essentials with premium retail shops and dining. With its modern architecture, curated tenant mix and accessible location, Nad Al Sheba Mall is poised to become a key retail anchor for the area. The mall is open from 10AM to 10PM on weekdays and from 10AM to midnight on weekends. DHAM is the owner and operator of one of Dubai’s most extensive retail portfolios featuring 10 malls, 15 lifestyle destinations, and 18 retail centres. The opening of Nad Al Sheba Mall reinforces Dubai Holding Asset Management’s commitment to developing community-centric spaces that elevate leisure experience across the emirate. The shopping centre is the latest addition to the company’s growing portfolio of over 40 iconic malls, lifestyle destinations and retail centres CW_June2025_16_Stat of the Month_13611917.indd 1605/06/2025 00:27Untitled-3 130/05/2025 21:1518 JUNE 2025 CITY FOCUS The project spans from the Yacht Club to Diyafa Village and celebrates Kuwaiti culture through year-round leisure and events SSH COMPLETES PHASE 2 OF KUWAIT WATERFRONT DEVELOPMENT been established. The natural landscape was revitalised by replacing conocarpus trees with fl ora suited to Kuwait’s climate. Artistic installations refl ecting Kuwait’s culture and ecosystem have been integrated throughout the area. Supporting Kuwait’s Vision 2035, the development enhances tourism infrastructure, stimulating the local economy and off ering investment opportunities for both local and international entities. SSH is serving as the partner of choice to the Tourism Enterprises Company (TEC) on this fl agship project, with its Design and Supervision teams playing a key role in bringing the destination to life. The aim of the Kuwait Waterfront Development, which spans from the Yacht Club to Diyafa Village near Kuwait Towers, is to showcase the cultural and heritage aspects of Kuwait by providing year-round leisure activities and events. The vision is to reactivate the waterfront for the public with key zones that off er national events, green sustainability elements, cultural entertainment and lifestyle retail activities, creating distinct active spaces. The implementation of the Kuwait Waterfront Development project will be carried out by SSH and Ahmadiah Contracting and Trading. The project is to be delivered in phases over a one-year timeline. As part of a wider 9.7 kilometre development, the second phase spans fi ve kilometres, starting from Green Island to the Yacht Club in Salmiya. This vibrant destination features public spaces, children’s play areas, sports amenities and a variety of restaurants and cafés. With a focus on sustainability, the project includes solar lighting, 40 electric vehicle charging stations and 4,000 renovated parking spaces. Additionally, 12.4 kilometres of jogging tracks and a 15.4-kilometre bicycle path have CW_June2025_18_City Focus_13612015.indd 1805/06/2025 00:28Untitled-22.indd 130/05/2025 21:1920 JUNE 2025 A DAY IN THE LIFE A DAY IN THE LIFE OF FARSHAD HAJI-GHASSEMI DIRECTOR OF OPERATIONS, KEO DESIGN 6AM: My day usually starts around 6AM (though our toddler often beats me to it). I help my wife wrangle both boys, our three-year-old and one-year-old, into clothes and down for breakfast. Between morning cuddles, toast crumbs and sippy cups, I sneak our British cocker spaniel out for a quick walk. By 6:30AM, I’m back for a restorative shower and to suit up. 7AM: I’m on the road from Abu Dhabi to the KEO office. That one-hour drive is sacred time, I map out my top priorities while listening to some relaxing music or the latest financial-market podcast, transitioning my mind from home mode to operational strategy. 8AM: I grab a flat white, then head into my office to meet with project managers and design directors, in person or virtually, across the Middle East and Europe. We check on key challenges or early wins, like critical design or authority approvals, or a bottleneck that needs unlocking, and realign our teams before diving into the day’s deliverables. 10AM: Mid-morning is reserved for a deep dive with our commercial and project controls team. We review cost forecasts, risks, utilisation and resourcing to ensure project milestones are on track, balancing budgetary constraints with our delivery ambitions. 12PM: Lunchtime is about relationship building. I check in with clients to see how they feel current projects are progressing and explore future opportunities— upcoming phases, new site proposals or design innovation workshops. 2PM: After a quick bite, I transition to bid reviews and project interviews. We evaluate upcoming opportunities—project type, scope and team structure, and align between KEO’s divisions. To support our expanding pipeline, I often interview talented candidates from around the world, focusing on recruiting top talent to strengthen our Design Division. 4PM: I dedicate the afternoon to team growth and development, reviewing upskilling, improving efficiencies and exploring new digital tools and processes. By investing in training and fostering creative problem-solving, we keep our division at the cutting edge of design excellence. 6PM: Before signing off, I outline the next day’s top priorities and address urgent emails. Then I head home, just in time for dinner, bedtime stories and precious family downtime. CW_June2025_20_A Day in the Life_13627902.indd 2003/06/2025 06:08Untitled-32 128/05/2025 16:40Next >