CG Developers, the real estate arm of multinational conglomerate CG Corp Global, has officially launched the first JW Marriott Residences in Dubai. The milestone event featured the formal signing, the unveiling of JW Marriott Residences at Dubai Islands, Central, and the reveal of CG Developers’ new global brand identity.

Founded in Nepal in 1935, the Chaudhary family built CG Corp Global into Nepal’s first and only multi-billion-dollar multinational conglomerate, with a 100-year legacy spanning four generations. CG Developers Global, established in 1995, has delivered over 2 million square feet of developments worldwide, with sales exceeding $1bn. Having established a strong presence in the Middle East for more than two decades, the group is now expanding its development footprint with a new benchmark in ultra-luxury living.

Its hospitality arm, CG Hospitality Global, operates and manages a diversified portfolio of over 209 hotels and resorts across 130 destinations in 12 countries, with nearly 15,000 keys. Several properties are operational or under development across Dubai, the Maldives, Sri Lanka, India, Nepal, New York, and Kenya.

The JW Marriott Residences at Dubai Islands, Central will feature 115 exclusive ocean-view residences, including one-, two-, and three-bedroom homes. Designed as a landmark on the islands, the project embodies wellness-driven island living with a rooftop pool overlooking the Arabian Gulf, spa rooms, a fitness center, lounges, a JW Market Café, and bespoke concierge services. Completion is expected by early 2028.

“Our upcoming development on the Dubai Islands is a milestone we are truly excited about, as it reflects and aligns with the vision of Dubai. Each step has been about raising standards and pushing boundaries, and this new project is another testament to our commitment,” said Rahul Chaudhary, managing director, CG Corp Global & CG Developers Global.

CG Corp Global’s collaboration with Marriott extends beyond Dubai. It includes converting The Farm at San Benito in the Philippines into the first Autograph Collection property in the country, and partnering on Series by Marriott, Marriott’s new global collection brand, which will include Fern Hotels (a CG Hospitality brand). Fern Hotels currently operates 87 hotels, with 57 more signed across India, and aims to reach 500 by 2030.

Sandeep Walia, COO – Middle East & Luxury – Europe, Middle East & Africa at Marriott International, added: “Dubai remains one of the most dynamic residential markets globally, and we are proud to expand our relationship with CG Hospitality to bring our first JW Marriott Residences to the city. JW Marriott Residences at Dubai Islands, Central will enhance luxury living in Dubai by offering owners thoughtfully designed living spaces that foster mindfulness and elevate everyday living.”

Dubai Islands is emerging as one of the emirate’s most sought-after destinations, supported by new infrastructure, scenic waterfronts, and alignment with the Dubai 2040 Urban Master Plan. The JW Marriott Residences will not only redefine premium waterfront living but also create long-term value for investors.

In a major step to enhance public sector efficiency, Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister, Minister of Defence, and Chairman of The Executive Council of Dubai, has issued Executive Council Resolution No. (67) of 2025, introducing a Workforce Productivity Measurement System across government entities.

Read more-Dubai’s government entities 4-day workweek: What we know so far

The resolution mandates a phased implementation of the system, with timelines and scope determined by the Dubai Government Human Resources Department (DGHR). The first phase will assess workforce productivity using recognised performance metrics, comparing service outputs against workforce size, total salaries, working hours, and other relevant data, a WAM report said.

Insights gathered during this phase will drive the development of efficiency-enhancing initiatives. The final phase will focus on evaluating the overall effectiveness of the system. A comprehensive procedural guide will outline the steps and responsibilities for each phase of the rollout.

Roles and responsibilities defined

The General Secretariat of The Executive Council has been tasked with classifying and updating government services, coordinating with entities like the Department of Finance, Dubai Digital Authority, and DGHR. It will also validate performance indicators and provide technical support throughout implementation.

Meanwhile, DGHR will manage and supervise the system, including the preparation and updating of procedural guidelines, development of productivity indicators, and collaboration with financial authorities to align budgets with performance outcomes. DGHR will also assess compliance, monitor results, and submit reports to the General Secretariat.

Digital tools and data integration

The Dubai Digital Authority will play a critical role in providing technical support for the system’s digital platform, including data analysis tools and database integration, key elements in ensuring real-time tracking and transparency.

All government departments are required to adhere to the procedural guide, submit regular productivity data, and act on recommendations aimed at improving efficiency and financial performance. The Director-General of DGHR will issue implementing decisions in coordination with relevant authorities.

This Resolution takes effect upon publication in the Official Gazette and nullifies any prior conflicting provisions.

The cybersecurity industry is facing a seismic shift with the emergence of PromptLock, the world’s first adaptive AI-powered virus. Built on open-source models, PromptLock can reconfigure itself each time it runs, making it virtually impossible to detect through traditional antivirus methods. It targets critical system files across Windows, macOS, and Linux, encrypting them for ransom while behaving differently on every machine. For small and mid-sized businesses in particular, this raises profound questions about resilience, cost, and strategy.

In an exclusive interview with Gulf Business, Qrator Labs’ CTO Andrey Leskin unpacks how AI is reshaping the malware landscape, why legacy defences are no longer enough, and what practical steps enterprises and SMEs alike must take to stay ahead of the threat.

Signature-based detection is obsolete

Traditional cybersecurity relies heavily on signatures — static patterns embedded in executables that allow antivirus engines to flag malicious software. PromptLock’s adaptive design undermines this approach.

“Traditional signature-based detection relies on static patterns in executables — for example, looking for embedded cryptographic modules or techniques used to hide resident processes,” said Leskin. “AI-driven malware like PromptLock undermines this model because the malicious code is not hardcoded in the binary. Instead, it is generated dynamically at runtime by the AI model.”

This dynamism makes detection nearly impossible. Even when antivirus engines can identify AI components, their ubiquity in everyday applications blurs the line between legitimate and malicious use. “The real difference lies in the prompts fed to the model — but unpacking or analyzing them is an extremely complex task,” Leskin explained. As a result, behaviour-based and intent-focused detection is emerging as the only sustainable path forward.

AI-driven DDoS: indistinguishable from real users

Another alarming dimension is how AI enables large-scale Distributed Denial of Service (DDoS) attacks. Traditionally, botnets flood systems with uniform traffic, which defenders can filter out. AI now makes it possible for bots to emulate human-like browsing at scale.

“When generating prompts targeting a specific website — for example, an online shop — attackers can instruct one bot to search for groceries, another to browse for home care products, and so on,” said Leskin. “Because AI is inherently non-deterministic, every request looks slightly different, emulating genuine user behaviour at scale.”

The implications are stark. Web application firewalls and anti-DDoS systems that depend on signatures or CAPTCHAs cannot distinguish this traffic. “Modern AI can now solve such challenges with ease,” Leskin warned.

For defenders, the traditional reliance on network telemetry has lost much of its utility. Encrypted sessions look legitimate, making it nearly impossible to flag anomalies at the packet level. Leskin argues the solution lies in profiling authentic user behaviour.

“Behavioural baselining becomes the only effective countermeasure: profiling how genuine users interact with the site, identifying normal patterns, and flagging deviations,” he said. By focusing on whether activity aligns with meaningful goals, rather than raw traffic volume, enterprises can filter out AI-driven bots that otherwise appear indistinguishable from real customers.

While large enterprises may afford advanced defences, smaller businesses remain especially vulnerable. Leskin points out that antivirus-heavy strategies are no longer viable on their own. “The priority for SMEs is to strengthen the fundamentals. Four measures stand out: strong access control, user-action monitoring, anti-phishing measures, and reliable backups,” he said.

Backups are non-negotiable: “Even if malware succeeds in encrypting files and databases, recovery is still possible, turning a crisis into a temporary setback.”

PromptLock’s ability to compromise multiple operating systems highlights a deeper challenge for endpoint protection. The best strategy, according to Leskin, is strict application control.

“The most effective safeguard for organisations would be to strictly control what software can be installed and executed on endpoints,” he said. Only approved applications from corporate repositories should be allowed. BYOD cultures, where employees use personal laptops and smartphones, make this approach difficult. “Enterprises able to issue and manage all equipment — including corporate phones with enforced policies — should do so. Where this is not feasible, endpoint protection becomes effectively non-existent.”

Surprisingly, Leskin believes large cloud and CDN providers face minimal risk from AI-powered DDoS attacks. “Large cloud and CDN providers are resilient enough and unlikely to be taken down,” he said. “In fact, for them such events may even drive short-term revenue.”

The real burden falls on their customers, who may quickly hit capacity limits or face soaring bills. Smaller ISPs and CDN operators, meanwhile, are more exposed. “They will need to seek cybersecurity partnerships, expand capacity, or risk losing customers through deplatforming when attacks spill over,” Leskin cautioned.

Information-sharing: awareness, not solutions

While cyber threat intelligence (CTI) sharing is often touted as a solution, Leskin notes its limitations. “Information-sharing helps organisations at least become aware of emerging threats and attack vectors, which is valuable in itself. But coordinated threat intelligence has clear limits: practical defence strategies rarely transfer well between organisations with different infrastructures, products, and policies,” he said. For now, CTI serves mainly as early warning, not a direct line to ready-made solutions.

With PromptLock built on open-source AI, questions inevitably arise about regulation and governance. Leskin is skeptical that bans or restrictions will work.

“Attempts to restrict open-source models are unlikely to succeed. History shows it is nearly impossible to stop people from exchanging code, especially when some are willing to break the law to do so,” he said. “In practice, the Pandora’s box is already open and must be treated as such.”

Instead, the focus must shift to resilience: encouraging information-sharing, publishing defensive guidelines, and fostering cross-industry collaboration. “It is too late to rely on bans; the more effective path is to strengthen defences,” Leskin concluded.

The new normal

PromptLock may be just the first of many AI-powered malware strains. Its polymorphic, adaptive design forces organisations to accept that antivirus-based security is no longer adequate. For businesses, the priority is now behavioural defences, resilient backups, strict access control, and pragmatic endpoint policies.

For SMEs, that may feel like a steep climb — but as Leskin makes clear, it is the only way forward in a world where malicious AI is already rewriting the rules of cyber risk.

For an industry built on guaranteeing resilience, its own has been put to the test repeatedly, severely, and differently in nearly every global market. From geopolitical instability to inflationary pressures to regulatory growing pains, there have been plenty of reasons and motives to retreat from (re)insurance – in the region as much as elsewhere. Where others did just that, we consolidated and doubled down.

Markets defined by volatility demand a long-term playbook that is invested in their continuity, grounded in regulatory agility, and enabled by portfolio versatility. Over the last decade, many reinsurance players in the region have responded in kind to boom-bust cycles; they would enter, exit, and re-enter, largely placing sentiment over strategy. This short-termism has created gaps in local service delivery and, sometimes, even put regulatory trust at stake. Operating across different political, economic, and sociocultural landscapes requires a level of commitment that cannot be outsourced or short-lived. It’s why we invest in people and platforms, but most importantly, presence.

Chedid Re’s timeline of staying power is proof that resilience is as much about timing and trust as it is about capital or compliance. With each expansionary move, our goal has remained clear and become clearer: establish early, operate locally, and stay long enough to scale responsibly. In the UAE, where we’ve planted deep roots since 2007 and launched our DIFC subsidiary in 2024, our focus has been on cross-border innovation, collaboration, and expansion. In Saudi Arabia, where we established our office in 2010 and then our regional headquarters in 2023, we’ve built on a different kind of momentum, led by vision first, volume potential next.

The truth is, where market nuances and dynamics come into play, there is not one single definition of resilience. In one market, it looks like cautious and conservative growth. In another, it’s about simply standing your ground. And in others, it’s about scaling fast and furious. From our vantage point, with exposure to nearly every kind of operating climate across Europe, the Middle East, Africa, and parts of Asia, it’s clear that resilience is becoming more situational and less static.

This realisation, tough as it is, requires the local expertise to predict and experience to preempt. Our local teams have consistently identified regulatory shifts, anticipated compliance developments, and flagged emerging risks ahead of the market. Rather than ‘plug-and-play’ models exported from headquarters, we’ve adapted our brokerage and claims strategies to market-level risk understanding – whether that’s political upheaval, energy exposure, or foreign exchange volatility. This means, for instance, reengineering placement strategies at speed, or retaining underwriting capacity through policy structures that can help mitigate currency swings. And it most certainly, almost always, means clearing licensing hurdles and reshaping how coverage is placed to comply with local rules.

The ability to operate compliantly and grow competitively is often overlooked and understated in our industry. Our network in more than 85 countries is supported by a governance model aligned with international best practices and regional nuances. This depth of regulatory understanding is what sets us apart in markets like the UAE, where we’re fully licensed under the DFSA, one of the region’s most stringent and forward-looking frameworks. It’s also why we’ve strengthened our boards and leadership teams with experienced advisors and industry veterans, reinforcing our compliance and governance frameworks across jurisdictions. But you don’t last long here only by mastering reinsurance and regulations. You do it by also understanding risk and boardroom priorities in every sector you secure. What audit committees need. How corporates think about capital adequacy. Where shareholders see exposure. Resilience for any reinsurance broker today is about knowing everyone else’s business as well as they do their own. In practical terms, this means advising on business continuity, capital efficiency, and regulatory alignment as expertly as we do on coverage gaps.

Now, as we expand and reinforce our presence in new and existing markets, our goal is to build credibility and capacity for the long term. While the same operational DNA that has worked for us in other markets applies – local knowledge, governance-first approach, and specialised expertise – we know the rules may and will be entirely different in other fast-growing but complex regions. We’ll bring the lessons of the past two-plus decades, but never the same strategy or playbook.

Sometimes, the opportunity lies in striking while the iron is hot. Other times, it’s about seeing long-term potential in short-term volatility. But it’s always, always about knowing how to stay there once you’re there. That’s the heart of resilience. And that’s our commitment to our clients, our partners, and our markets.

Engie Solutions is playing a pivotal role in advancing energy efficiency and carbon reduction across the Middle East’s built environment. Through its Integrated Facilities Management (IFM) division, the company is helping organisations optimise energy use while supporting national sustainability strategies such as the UAE Energy Strategy 2050. In 2024 alone, Engie’s IFM operations helped avoid more than 10,500 tonnes of CO₂ emissions in the UAE, and the company is on track to achieve 15,000 tonnes in 2025.

At the heart of this strategy is Engie’s Smart O&M platform, a data-driven solution that uses AI, IoT, and predictive analytics to transform facility management from reactive to proactive. From optimising HVAC systems, which account for up to 70 per cent of a building’s energy consumption, to deploying hybrid solar-diesel power plants and Energy-as-a-Service (EaaS) models, the company is embedding decarbonisation into day-to-day operations.

In an interview with Gulf Business, Youssef Alaaldeen, UAE energy manager at Engie Solutions, discusses how the company is helping clients reduce costs, cut emissions, and move closer to net zero.

What is ENGIE’s core mission for energy management in the Middle East?

ENGIE’s Integrated Facilities Management (IFM) entity that operates in the GCC under the brand ENGIE Solutions, drives energy efficiency and decarbonisation across the region’s built environment.. We focus on transforming how buildings are managed and operated, making them smarter and more efficient while aligning with national sustainability goals.

We adapt global expertise to the region’s specific conditions, from the harsh climate to regulatory requirements and client needs. The approach centers on helping clients reduce utility costs through energy-efficient retrofits, comprehensive audits, and the Smart O&M platform, which integrates facility management operations with live energy dashboards and carbon tracking.

In 2024, the IFM division achieved over 10,520 tonnes of CO₂ emission avoidance for UAE clients, surpassing annual targets by 5 per cent. ENGIE’s IFM operations are on track to reach 15,000 tonnes of avoided emissions in 2025 – a 42 per cent increase in energy savings potential.

How is ENGIE working toward “Net Zero Carbon by 2045”?

ENGIE’s IFM division in the GCC executes a phased, data-driven strategy that reduces emissions while enhancing operational efficiency. This process begins with comprehensive annual energy audits conducted per ASHRAE standards, which evaluate existing systems and identify Energy Conservation Measures through lifecycle costing and carbon impact assessments.

Based on audit findings, we then implement targeted retrofits to optimise HVAC, lighting, and control systems. The Smart O&M platform integrates real-time data from connected assets to enable predictive maintenance, fault detection, and energy monitoring. Advanced tools like C3ntinel help establish energy baselines and verify performance.

Meanwhile, our energy team conducts detailed GHG audits using internationally recognised methodologies. These initiatives are backed by ISO 50001 and BEMAS certifications. ENGIE Solutions aligns targets with our clients’ ambitions, often helping them exceed the UAE’s national net-zero target for 2050.

What energy savings can clients achieve through HVAC retrofits?

HVAC systems account for 60-70 per cent of a building’s energy consumption in the UAE, making them a priority for retrofitting. The process begins with ASHRAE Level 1, 2, and 3 audits to identify Energy Conservation Measures and assess their feasibility across various facilities, including commercial, residential, recreational, and industrial settings.

HVAC retrofits typically involve upgrading chillers, pumps, and ventilation systems with high-efficiency alternatives, implementing control strategies, and optimising operational setpoints. Clients regularly achieve energy savings of 20-40 per cent, depending on baseline performance.

At a leading public hospital in Sharjah, ENGIE’s IFM division successfully replaced 10 legacy chillers with high-efficiency models integrated through Smart Operations & Maintenance (SOM) via our SmartBox platform, creating a comprehensive IoT ecosystem that captures real-time operational data. While the hardware upgrade delivered immediate energy and reliability improvements, the real innovation lies in deploying machine learning models through Databricks that analyze circuit temperatures, compression ratios, and environmental factors to generate predictive Asset Health Scores and maintenance recommendations.

How does the Smart O&M platform use AI and data to optimise energy use and maintenance?

Smart O&M is a cloud-based solution that transforms traditional facilities management into proactive, intelligent operation. It leverages data from connected building systems and IoT-enabled assets to optimise both energy consumption and maintenance activities in real time.

The platform integrates AI, advanced analytics, and machine learning to monitor performance trends, detect anomalies, and trigger predictive maintenance before issues become failures. This minimises downtime and reactive maintenance costs while ensuring equipment operates at peak efficiency.

It also provides comprehensive energy dashboards that allow clients to track consumption patterns, carbon emissions, and efficiency metrics. These insights enable informed decisions about HVAC setpoints, operational schedules, and underperforming assets. Smart O&M also enhances service management through automated reporting, work order tracking, and real-time alerts.

Could you highlight your strategy for one of your energy solutions and its regional impact?

ENGIE’s IFM operations deliver energy savings at scale. Our integrated models, including Energy-as-a-Service (EaaS), play a critical role in helping the region achieve carbon reduction targets. EaaS enables clients to integrate solar PV and other renewable technologies without incurring upfront costs or technical risks. ENGIE designs, finances, installs, and operates these systems while clients benefit from clean energy and measurable carbon savings.

A prime example is our partnership with Nissan Middle East, where we signed a Memorandum of Understanding to install a new solar energy system at their regional headquarters in Jebel Ali, Dubai. The solar photovoltaic (PV) system is designed to supply clean energy that will account for approximately 30 percent of the company’s power requirements for its Jebel Ali operations. With installation spanning a total area of 3,000 square meters, the solar PV system is expected to bring over 700,000 KWh of clean energy annually, equivalent to offsetting 333 tonnes of CO₂ emissions.

Under our Power Purchase Agreement (PPA) framework, ENGIE manages the design, construction, financing, operation and maintenance of the solar energy system during the 15-year duration. Following the completion of the contract term, ownership and maintenance of the system will transfer to Nissan Middle East. This project exemplifies how our EaaS model eliminates technical and financial barriers, allowing organisations to pursue energy decarbonisation projects effectively.

For green data centers, the team recently conducted a detailed ASHRAE Level 2 audit at a major regional facility, identifying energy-saving opportunities and implementing solutions under a performance-based ESCO model. By addressing cooling, IT load management, and energy distribution, the project helped achieve high efficiency while maintaining operational excellence.

How do ENGIE’s projects align with national energy strategies like Saudi Vision 2030 or the UAE Energy Strategy 2050?

ENGIE’s operations are strategically aligned with the region’s sustainability agendas, notably the UAE Energy Strategy 2050 and Saudi Vision 2030. These frameworks call for cleaner energy, greater efficiency, and reduced carbon intensity, all areas in which the company has expertise.

The UAE Energy Strategy 2050 aims to increase clean energy to 44 per cent of the energy mix and improve energy efficiency by 40 per cent by 2050. ENGIE contributes through building retrofits, solar PV deployment, integrated facility management, Smart O&M platforms, and Energy-as-a-Service models across government, commercial, and industrial sectors.

Performance-based ESCO contracts ensure measurable reductions in electricity and water use. The division works closely with regulators and local authorities to ensure that services meet evolving policy standards. ISO 50001 and BEMAS certifications reinforce compliance and credibility in delivering results aligned with national priorities.

Can you share a success story that exemplifies ENGIE’s value in energy management?

ENGIE’s IFM division’s partnership with Al Zeina illustrates our innovative approach to energy management. This mixed-use development in Abu Dhabi, comprising residential, retail, and extensive parking areas, faced annual energy bills exceeding AED 2 million from its gas-powered hot water system. In line with Abu Dhabi’s sustainability goals, we partnered with Al Zeina to replace this system with energy-efficient heat pumps. The project’s unique challenge involved installing 18 heat pumps, each weighing 1.3 tonnes, on rooftops without disrupting the community’s hot water supply or using traditional mobile cranes.

To overcome this logistical hurdle, we employed an innovative solution: airlifting the heat pumps by helicopter. This operation was completed in just 12 hours, successfully installing all units without any community interference. The new heat pumps were seamlessly integrated into the existing water system, leading to significant results: a 73 per cent reduction in energy consumption, equivalent to 3.4 GWh annually, and the elimination of 100 tonnes of CO₂ emissions. This project highlights ENGIE’s capacity for technical innovation and creative execution, delivering substantial environmental and financial benefits while ensuring operational continuity.

Beyond Al Zeina, ENGIE demonstrates its value across a diverse UAE portfolio, including data centers, hospitals, and residential communities. Through our IFM operations, ENGIE avoided over 10,520 tonnes of CO₂ emissions in 2024, exceeding its annual target by 5 per cent through initiatives like building retrofits and HVAC optimisation. The division is on track to surpass 15,000 tonnes of avoided emissions by the end of 2025, reflecting its commitment to combining technical expertise, operational excellence, and digital innovation to deliver energy savings, support client sustainability goals, and enhance long-term operational efficiency.

What are the main challenges to implementing energy efficiency projects in the Middle East, and how is ENGIE’s IFM division overcoming them?

Key challenges include harsh climatic conditions, high cooling demands, budget constraints, technical inertia in older buildings, and a lack of awareness about the long-term energy performance benefits. The most persistent challenge, however, is aligning stakeholders on the value of energy upgrades when upfront costs or operational disruptions are seen as barriers.

We address these challenges through flexible business models that de-risk projects, including Energy-as-a-Service and performance-based ESCO contracts, where clients only pay based on verified savings. These models eliminate upfront investment and shift technical and financial risk to us.

Another challenge is the availability of data in older or fragmented systems. Our Smart O&M platform centralises data collection, enables predictive analytics, and drives real-time optimisation, turning traditional facilities into smart environments without full system overhauls.

We actively collaborate with local authorities to ensure compliance with regional standards, such as Dubai’s BEMAS certification and ISO 50001, helping clients meet and exceed regulatory expectations.

What emerging energy trend do you see as most impactful for the Middle East?

The convergence of digitalisation and decentralised clean energy systems is most impactful. AI-powered building analytics, real-time energy management platforms, and predictive maintenance systems are reshaping how energy is consumed and optimised, particularly in the built environment where the greatest savings potential lies.

Simultaneously, decentralised energy generation – encompassing on-site solar PV, battery storage, and hybrid systems – enables buildings to transition from passive consumers to active, efficient producers. This is particularly critical in the UAE and GCC, where grid demand is high and cooling loads account for a significant portion of consumption.

Meanwhile, “As-a-service” models, such as Energy-as-a-Service, are gaining traction, unlocking energy efficiency for clients who previously lacked capital or technical expertise. These models accelerate the adoption of sustainability by removing financial and operational barriers.

The intersection of smart technologies, clean distributed energy, and performance-based business models represents the future of regional energy management – tools ENGIE is already deploying to help clients move toward net-zero cost-effectively and at scale.

What are ENGIE’s IFM division’s top priorities as the region accelerates its energy transition?

ENGIE’s facility management priorities are to scale decarbonisation, drive digital transformation, and integrate these strategies into long-term facility management contracts, ensuring stability, scalability, and accountability.

We are expanding performance-based energy models – ESCO contracts and Energy-as-a-Service – which eliminate upfront capital while delivering guaranteed savings. By embedding these within IFM contracts, energy performance is continuously monitored and optimised throughout the asset lifecycle.

ENGIE is also accelerating the deployment of the Smart O&M platform, leveraging real-time data, AI, and predictive analytics to enhance efficiency, reduce downtime, and identify new energy-saving opportunities. Digitalisation is now a prerequisite for scalable and sustainable operations.

Another focus is sectoral expansion, applying expertise across data centers, healthcare, education, residential communities, industrial zones, and public infrastructure. The goal is to transform buildings into intelligent, efficient, and low-carbon assets within a framework that guarantees long-term delivery and measurable outcomes.

Crucially, ENGIE is working to normalise energy management as an indispensable service, on par with traditional facility management. Just as facility management is essential for smooth building operations, energy management must become a standard element in building operations and asset management.

What’s the key message about ENGIE’s commitment to the Middle East’s sustainable energy future?

ENGIE is committed to accelerating the Middle East’s energy transition by delivering a balanced mix of renewable energy, low-carbon thermal generation, storage, and innovative solutions such as green hydrogen and sustainable desalination. In our Facilities Management division, we focus on accelerating the Middle East’s energy transition by making sustainable energy management an integral part of how buildings and facilities are operated.

The company combines digital tools, innovative performance-based business models, and local expertise to deliver guaranteed energy savings, reduce carbon emissions, and ensure long-term operational resilience. The vision is to integrate energy management seamlessly into facility management contracts, making sustainability routine, measurable, and scalable across all sectors.

This approach supports national net-zero ambitions while transforming buildings into intelligent, efficient, low-carbon assets, driving a reliable and sustainable future for the region.