< Previous20 AUGUST 2025 PROJECTS Jacob & Co Residences by Mantra Properties is a luxury project on Marjan Island, valued at $109 million (AED400 million). Blending iconic design with refi ned living, the project off ers exclusive branded residences, bespoke interiors, and world- class amenities, refl ecting Jacob & Co’s legacy of craftsmanship and innovation. Set atop Wynn Al Marjan Island’s 300-metre tower, Enclave is the ultra- luxury off ering within the UAE’s fi rst gaming resort, opening in early 2027. With just 299 exclusive suites, private elevators, a residents-only lobby, and curated in-room amenities, Enclave delivers privacy, bespoke service, and globally inspired design by Wynn Design & Development. ENCLAVE - WYNN AL MARJAN ISLAND PROJECT Unveiling the most anticipated, innovative, and creative project launches, ranging from ultra-luxury residential developments to waterfront communities JACOB & CO RESIDENCES - AL MARJAN ISLAND CW_Aug2025_20-21_Project Launch_13655326.indd 2028/07/2025 19:36AUGUST 2025 21 PROJECTS LAUNCH Meraas has launched Jumeirah Residences Asora Bay in partnership with Jumeirah Group. Located on the southern tip of La Mer Peninsula, the project off ers 35 exclusive homes, including spacious apartments, penthouses, and ultra- luxury ocean mansions. JUMEIRAH RESIDENCES ASORA BAY CW_Aug2025_20-21_Project Launch_13655326.indd 2128/07/2025 19:4022 AUGUST 2025 PARTNER CONTENT The Middle East is undergoing rapid transformation, driven by national visions and megaprojects that are reshaping urban, industrial, and environmental landscapes. In this dynamic setting, the construction industry is embracing a new standard: safety is no longer seen as a compliance checkbox, but as a strategic enabler of performance, resilience, and workforce wellbeing. AtkinsRéalis is at the forefront of this shift. By integrating digital innovation, empowering leadership, and adapting to the nuances of regional delivery, the company is setting new benchmarks in safety culture across some of the Middle East’s most complex project environments. A PROACTIVE APPROACH TO SAFETY In a region characterised by fast-paced delivery, multicultural teams, and environmental extremes, safety strategies must be both robust and adaptable. AtkinsRéalis has developed a proactive model that emphasises early intervention, predictive tools, and shared responsibility at every level of the organisation. “Safety is an integral, forward-thinking function,” says Mark Warrington, Vice President, Health, Safety and Environment (HSE) for the Middle East. “We are building systems that empower us to act before incidents occur. This is about fostering a culture where everyone, from site teams to senior leaders, is committed to safety outcomes.” In Saudi Arabia, this model is being implemented across major infrastructure and energy programmes, where AtkinsRéalis leverages data-driven insights to anticipate risks and infl uence behaviours in real time. BUILDING SAFER FUTURES A deep dive into how AtkinsRéalis is revolutionising safety culture across the Middle East Mark Warrington, VP, HSE - Asia, Middle East, & Australia, AtkinsRéalis AtkinsRéalis’ Health, Safety, and Environment (HSE) team CW_Aug2025_22-25_Atkins op ed_13670581.indd 2202/08/2025 20:56AUGUST 2025 23 PARTNER CONTENT in a format that is easy to understand and remember. “We are replacing static documents with short videos that can be played before meetings. This makes safety more engaging and relevant, especially for multilingual teams,” Warrington explains. Another tool recently launched in AtkinsRéalis is ChatSafetyAI, an artifi cial intelligence assistant that allows users to upload images or documents and receive instant feedback on potential hazards and control measures. Designed to be used by technical and non- technical staff alike, it empowers individuals to take an active role in identifying and managing risks. ChatSafetyAI can even generate risk assessments where specifi c information can be inputted to tailor the output to be a detailed and specifi c risk assessment for a work activity. TOOLS THAT ELEVATE SAFETY OUTCOMES Central to the company’s transformation is EcoOnline, a digital platform set to launch in October that consolidates incident reporting, risk assessments, leadership engagement and permit-to-work systems. The platform will become the single source of truth for safety data across projects, enabling predictive trend analysis and standardised reporting across varied regulatory environments. EcoOnline’s implementation coincides with the company’s annual Safety Week campaign and will help ensure safety visibility and consistency across multidisciplinary teams working in complex conditions. To complement this, AtkinsRéalis is using Synthesia, an AI-powered video platform that delivers short, impactful safety briefi ngs CW_Aug2025_22-25_Atkins op ed_13670581.indd 2302/08/2025 20:5624 AUGUST 2025 PARTNER CONTENT TARGETING WHAT MATTERS MOST: SIF PREVENTION IN ACTION AtkinsRéalis is pioneering a bold shift in safety strategy by prioritising Serious Injury and Fatality (SIF) prevention. Recognising that non- injury incidents often involve the same high- energy hazards as injury events, the company is applying rigorous scrutiny to both. By focusing on energy levels, such as those present in falls from height, heavy machinery, or electrical exposure, AtkinsRéalis is proactively identifying and mitigating risks before harm occurs. This approach, informed by research in high- hazard industries, is redefi ning safety culture across the business and ensuring that eff orts are concentrated where they matter most. SAFETY IN CONTEXT: ADAPTING TO REGIONAL CHALLENGES The Middle East presents unique safety challenges that require contextual solutions. From extreme temperatures to complex regulatory environments and diverse labour forces, the demands on project teams are quite signifi cant. AtkinsRéalis is customising its global safety frameworks to refl ect local realities. For example, the company has implemented in- vehicle monitoring systems (IVMS) to address the region’s high-risk driving environments. These systems monitor behaviours such as speeding and harsh braking, enabling targeted training to reduce incidents and improve driver performance. Warrington notes that the IVMS devices fi tted to vehicles have provided usable data that has enabled the business to measure and improve driving behaviours. Wearables and biometric monitoring are also being piloted to track worker fatigue and heat stress, particularly during peak summer months. These technologies provide real-time data to protect worker health and inform site- level decisions in high-risk conditions. LEADERSHIP AND CULTURE BUILDING Safety is driven by systems, but it is sustained by culture. AtkinsRéalis places strong emphasis on visible leadership, where senior fi gures regularly visit project sites to engage with teams, listen to concerns, and reinforce the company’s commitment to safety. These visits are not meant to be audits, but rather opportunities to build trust and show accountability in action. This leadership model is further supported by THRIVE, a company-wide programme focused on physical, mental, and social wellbeing. Monthly webinars cover topics ranging from nutrition and fi nancial literacy to digital safety, creating a holistic approach to health and safety that extends beyond the jobsite. By linking safety with wellbeing and leadership development, the company is shaping a culture where care, respect, and accountability are embedded in everyday decisions. SAFETY WEEK: REFLECTION AND MOMENTUM This October, AtkinsRéalis will hold its annual Safety Week across the Middle East from October 5 to 10. This year’s theme, “How I Work Safely,” invites employees to refl ect on their own CW_Aug2025_22-25_Atkins op ed_13670581.indd 2402/08/2025 20:56AUGUST 2025 25 PARTNER CONTENT practices and share lessons with their peers. The campaign will feature site-level events, webinars, video stories, and interactive training designed to celebrate progress and inspire ongoing improvement. As a key contributor to the Safety Week campaign, the HSE team will share insights on the evolution of the THRIVE programme and the implementation of EcoOnline. This message will focus on the importance of continuous learning, local engagement, and making safety a visible, shared priority across the business. LOOKING AHEAD: A SAFER FUTURE, BUILT TOGETHER As the Middle East prepares for a new generation of infrastructure and urban growth, the pressure to deliver at speed must not come at the cost of safety. AtkinsRéalis is demonstrating that with the right tools, mindset, and leadership, it is possible to deliver world-class outcomes while prioritising the people behind them. “We are laying the foundation now,” says Warrington. “In a year, we will have the data and results to show how far we’ve come. But even now, we are seeing the diff erence. Safety is seamlessly integrated into our operations; it is inherent in how we work.” Through innovation, collaboration, and a clear- cut focus on people, AtkinsRéalis is helping to shape a safer, more sustainable future for construction in the Middle East. Safety is seamlessly integrated into our operations; it is inherent in how we work” CW_Aug2025_22-25_Atkins op ed_13670581.indd 2502/08/2025 20:43PARTNER CONTENT 26 AUGUST 2025 The Middle East is entering one of the most signifi cant phases of digital infrastructure growth in its history. Giga-scale data centre initiatives, particularly in Saudi, are central to national strategies aimed at economic diversifi cation, digital transformation, and positioning the region as a global hub for cloud services and hyperscale computing. The scale is unprecedented, with billions of dollars committed and capacity targets that aim to position the region among the world’s leaders in digital infrastructure. For investors, developers, and delivery partners, the opportunity is immense. But as with any gold rush, success depends not just on being fi rst, but on moving strategically: laying the right foundations, building capability, and drawing on lessons learned from other global markets to avoid the common pitfalls of rapid expansion. A GLOBAL BOOM, NOW FOCUSED ON THE GULF Over the past two decades, hyperscale development has evolved from niche projects to one of the fastest-growing sectors in global infrastructure. The United States led the initial wave, as technology giants built facilities far larger than traditional server farms. Europe followed as cloud demand accelerated, and Asia and Australia soon became key growth regions, where markets like Singapore and Japan drove innovation in modular construction, stakeholder coordination and regulatory navigation. Today, attention is fi rmly fi xed on the Gulf. Backed by over $70 billion in planned investment, THE DATA CENTRE GOLD RUSH Unlocking the Middle East’s digital infrastructure potential $70 BN The Gulf’s planned investment in data centres led by Saudi Arabia’s Vision 2030, the region is bypassing the gradual scaling seen elsewhere and moving straight to 300-megawatt to one-gigawatt campuses. The opportunities to capitalise on this surge are signifi cant, but so are the risks. “Few regions have launched hyperscale buildouts at this size and speed from the outset,” says Rob Hammond, Director and Global Data Centre Lead at TBH, a consultancy specialising in planning and delivering complex infrastructure projects worldwide. “And when you’re dealing with giga-scale projects, with multiple delivery partners and global supply chains already stretched, the margin for error is minimal.” AVOIDING COMMON BOTTLENECKS Each region’s data centre boom has followed a familiar trajectory. Capital pours in, timelines tighten, and supply chains strain as projects compete for CW_Aug2025_26-27_TBH_13671160.indd 2631/07/2025 16:57PARTNER CONTENT AUGUST 2025 27 From left to right: Rob Hammond, TBH Director & Global Data Centre Lead; Meiske Sompie, TBH Director overseeing Asia operations; and Michael Belt, TBH Country Director for Saudi Arabia. the same contractors and components. Even the most mature regions, from the United States to Europe, have faced delays caused by power and water constraints, regulatory bottlenecks and a shortage of skilled delivery teams. TBH has supported hyperscale delivery across all these regions, an experience that Hammond says gives the fi rm a clear view of how to anticipate these risks and adapt proven strategies for the Gulf’s ambitious pipeline. “We’ve seen how quickly developments can stall when risks aren’t identifi ed early,” Hammond notes. “From supply chain bottlenecks to utility integration, the challenges repeat across markets. The diff erence is that here, the stakes are higher and timelines shorter, so having proven systems and experienced teams in place from day one is critical.” One strategy helping to reduce these pressures is the adoption of standardised, modular designs. Components are manufactured off -site and rapidly assembled on location, cutting reliance on local construction resources and improving delivery certainty. LESSONS FROM ASIA AND AUSTRALIA Asia’s rapid expansion off ers some of the most relevant insights for the Gulf. In markets like Singapore, Hong Kong, and Jakarta, developers faced a sudden infl ux of capital, tight delivery timelines and complex approval landscapes. Success relied on quickly identifying capable contractors, securing utilities, and working closely with governments to fast-track infrastructure upgrades, all while balancing community and environmental concerns. “In dense urban environments, regulatory hurdles are high and every stage must move quickly,” says Meiske Sompie, TBH Director overseeing operations across Asia. “Meeting these requirements involves close coordination with multiple stakeholders, from government agencies to utilities and telcos, while maintaining momentum across the programme. Modular delivery, disciplined design freeze management and proactive interface planning have been critical to success.” Australia, meanwhile, provides a benchmark for risk-informed planning. Its mature regulatory frameworks and disciplined delivery culture have allowed TBH to help developers implement delay analysis, claims avoidance and quality-led controls; practices that keep large developments resilient even under intense scrutiny. BUILDING CERTAINTY INTO GIGA-SCALE DELIVERY As giga-scale initiatives accelerate, coordinating multiple contractors, government agencies and utilities, often within compressed delivery windows, emerges as one of the biggest challenges. This is where integrated project controls, robust risk frameworks and interface management play a decisive role. “We’ve been part of the Middle East’s delivery landscape for almost two decades, so we understand both the opportunities and the pressure points,” says Michael Belt, TBH’s Country Director for Saudi Arabia. “What sets us apart is perspective. We’ve supported projects from inception through to disputes and closeout, lessons we continuously feed back into new programmes.” Fulfi lling the region’s hyperscale ambitions, from smart cities to AI integration and national infrastructure, demands delivery models capable of supporting vast volumes of secure, high-capacity data. For investors and delivery partners in the Gulf, the rewards are substantial, but only if capability keeps pace with capital. With 60 years of global experience, including 20 years in the Middle East, TBH is helping stakeholders navigate the complexity and deliver these giga-scale programmes with confi dence. Experience, Belt believes, will be the ultimate diff erentiator. “While some are still fi nding their footing, we’ve built a strong foundation through years of hands-on delivery in Saudi Arabia,” he says. “We’re now working with international partners entering the Gulf market, helping them adapt governance models, align with national frameworks, and engage the right stakeholders. Our longstanding relationships and regional insight allow us to streamline the process, minimise hurdles and accelerate time to market.” “Everyone sees the opportunity,” Belt adds. “But long-term success will belong to those who not only move fast, but build the systems, relationships and delivery models to stay on track, at scale and over time.” When you’re dealing with giga-scale projects, with multiple delivery partners and global supply chains already stretched, the margin for error is minimal” CW_Aug2025_26-27_TBH_13671160.indd 2731/07/2025 16:57COVER STORY 28 AUGUST 2025 A LEADER'S INSTINCT Now, he’s shaping Samana Developers into a global brand from the inside out FOUNDER AND CEO IMRAN FAROOQ TURNED HIS INSTINCT INTO AN EMPIRE Words by Julianne Tolentino Photography by Ajith Narenda CW_Aug2025_28-33_Cover Story Samana_13671181.indd 2801/08/2025 14:30PARTNER CONTENT AUGUST 2025 29 CW_Aug2025_28-33_Cover Story Samana_13671181.indd 2901/08/2025 14:30Next >