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Tackling environmental waste is no longer just about deploying teams with bin bags; it is evolving into a highly sophisticated, data-driven science.

In a significant move that highlights a modern approach to conservation, the Environment Agency – Abu Dhabi (EAD) and the Department of Municipalities and Transport (DMT) have formally entered a pivotal new phase of collaboration. This partnership, operating under the robust framework of the Abu Dhabi Waste Management Strategy, focuses on delivering an intensive programme of environmental clean-up activities. However, this is not a traditional sweep of public spaces. Instead, it represents a multifaceted initiative that seamlessly combines structured field operations with systematic, rigorous data analysis, perfectly reflecting a shared, overarching commitment to supporting Abu Dhabi’s broader environmental protection and sustainability agenda.

This inter-agency collaboration forms a crucial part of a much larger, cohesive vision designed to unify government efforts across the emirate. The primary objective is to fundamentally transform standard clean-up operations from reactive chores into powerful, proactive strategic tools for long-term environmental monitoring. By pooling resources, expertise, and operational capacities, the EAD and the DMT are setting a new standard for how municipal and environmental bodies can work in tandem. To date, this joint initiative has already seen substantial physical progress on the ground. Four targeted clean-up campaigns have been successfully carried out at carefully selected sites across the region. Building on the momentum of these initial successes, comprehensive plans are currently underway to significantly expand the scope of the project. This expansion includes the delivery of two highly specialised marine operations, which will be executed in addition to a continuous, year-round series of terrestrial and coastal cleaning efforts.

What truly sets this ambitious programme apart is its refusal to stop at the mere physical removal of rubbish from targeted sites. Instead, the initiative adopts a highly systematic, scientific methodology to process the collected materials. Every item of refuse is subjected to a rigorous protocol that includes precise waste classification, accurate weighing, and meticulous documentation. This wealth of information is securely logged within a highly structured field database operating under the umbrella of the Sahim – Citizen Science programme. Once the data is entered, it is subjected to in-depth analysis to identify the most prevalent types of waste polluting both terrestrial and marine environments. This analytical approach provides government authorities with a remarkably clear, evidence-based picture of complex waste patterns and their spatial distribution across different ecosystems.

Furthermore, the collaborative initiative strongly underscores the reality that institutional efforts alone are insufficient; active community participation remains an absolutely essential element in achieving long-term, genuine environmental sustainability. The project actively encourages individuals within the community to adopt highly responsible waste management behaviours in their daily lives. By involving the public, whether directly or through the transparency of the Sahim programme, it actively fosters a vital culture dedicated to maintaining the pristine cleanliness of both natural habitats and shared public spaces. It aims to instil a sense of civic duty and environmental stewardship that resonates well beyond the designated clean-up days.

Ultimately, these combined efforts serve as a sterling model of integration, demonstrating how rigorous physical fieldwork can be perfectly married with high-level institutional support and advanced data analytics. By turning everyday refuse collection into actionable intelligence, the project not only cleans the immediate landscape but also informs future policy and preventative strategies. This holistic, scientifically backed approach reinforces Abu Dhabi's hard-earned position as a true pioneer in knowledge-based, partnership-driven environmental management. As the programme continues to roll out its planned marine and coastal operations throughout the remainder of the year, it stands as a testament to the power of strategic collaboration in the ongoing fight to preserve our natural world for future generations.

Oman’s ongoing journey toward comprehensive economic diversification has received a fresh and substantial boost, highlighting the vital role of private-sector participation in modern nation-building.

In a landmark transaction that firmly underscores the Sultanate’s strategic priorities, Rakiza Fund I and specialist water investor IV3 Aqua have officially agreed to acquire Majis Industrial Services SAOC from the global energy investment group OQ. This high-profile acquisition marks a pivotal milestone in expanding private investment within critical infrastructure, directly supporting the manufacturing and industrial growth objectives outlined in Oman’s ambitious Vision 2040 framework.

Powering the SOHAR Port and Freezone
Majis operates as the premier integrated industrial water utilities provider within the SOHAR Port and Freezone, functioning as a vital cornerstone for one of the nation's most active and strategic economic hubs. The organisation delivers a comprehensive, mission-critical portfolio of essential services, ranging from cooling seawater and industrial process water to dependable potable water distribution and advanced wastewater treatment. By securing this foundational asset, the acquiring consortium aims to inject fresh operational expertise, enhanced financial resilience, and long-term sustainability into Oman’s thriving industrial backbone, ensuring that regional businesses have uninterrupted access to indispensable utility services.

The partnership brings together the robust local market experience and extensive regional network of Rakiza Fund I—which is co-managed by Oman Infrastructure Investment Management and Equitix—alongside the proven technical capabilities of global water infrastructure investor IV3 Aqua. Industry leaders have expressed immense confidence in the transaction's capacity to unlock new value for all stakeholders involved. Khalid al Khatib, Chief Executive Officer of Rakiza, emphasised the compelling nature of the asset during the announcement: "As the leading integrated water utilities platform in SOHAR, Majis combines strategic importance, a high-quality customer base and long-term contracted revenues, making it a highly attractive investment that aligns with our long-term strategy,"

Expanding Proven Technical Expertise
For IV3 Aqua, this strategic acquisition builds firmly upon an already established operational footprint across the Sultanate. The firm previously delivered the Qurayyat Independent Water Project, successfully operating a major seawater reverse osmosis desalination facility capable of producing 200,000 cubic metres per day. Expanding their operational portfolio to include Majis significantly broadens their capability to deliver large-scale, reliable utility solutions tailored specifically to heavy industrial demands, strict environmental regulations, and complex logistical requirements across the region.

Key stakeholders have underlined that as manufacturing hubs expand rapidly across the region, safeguarding environmental standards and resource security remains paramount. Representatives from IV3 Aqua noted: "As Oman advances its Vision 2040 ambitions, reliable and resilient water infrastructure will play an increasingly important role in enabling sustainable industrial expansion," Furthermore, maintaining high environmental standards is viewed as integral to attracting foreign direct investment.

Optimisation and Future Growth
Meanwhile, OQ views the divestment as part of a disciplined capital allocation and active portfolio optimisation programme. Following previous successful partial divestments across various energy and industrial sectors, OQ continues to streamline its corporate operations, allowing the group to redeploy capital toward new growth opportunities that align closely with national economic priorities, shareholder value, and long-term financial goals.

This major transaction signals robust and enduring international investor confidence in Oman’s rapidly evolving infrastructure market. By championing dynamic public-private partnerships and drawing long-term institutional capital into essential utilities, the Sultanate is effectively future-proofing its industrial landscape against forthcoming challenges. As Majis enters this next exciting chapter of corporate growth, the enhanced focus on operational excellence, sustainable development, and reliable service delivery promises to deliver enduring benefits for businesses, local communities, and the broader regional economy for years to come.

The construction industry has historically been associated with immense resource consumption and substantial waste generation.

However, a significant environmental paradigm shift is currently underway in the Middle East. At the forefront of this ecological transformation is Qatar's Public Works Authority, widely recognised as Ashghal. By deploying an advanced, integrated system for waste management, Ashghal has recently unveiled a series of remarkable sustainability milestones achieved across its various building projects since 2022. By prioritising the reusing and recycling of construction and demolition materials, the organisation is systematically reducing the environmental footprint of the nation's rapidly expanding infrastructure.

This ambitious environmental strategy is deeply intertwined with the country's long-term developmental blueprints, specifically the Qatar National Vision 2030 and the Third National Development Strategy. For Ashghal, the transition towards a circular economy is no longer merely a theoretical aspiration but a highly operational reality. The authority's integrated approach dictates that materials previously condemned to landfills are now rigorously managed, recovered, and treated as highly valuable commodities. This systematic methodology not only enhances overall resource utilisation efficiency but also plays a crucial role in mitigating the sheer volume of waste typically generated by large-scale urban development and building initiatives.

The scale of material recovery achieved by Ashghal over the past few years is unprecedented for the region. According to the latest project data, the authority has successfully reused or transferred a staggering 2.5 million cubic metres of excavation materials. Rather than discarding this massive volume of earth and rock, Ashghal strategically redirected it to the specialised recycling yards operated by the Qatar Primary Materials Company (QPMC). At these dedicated facilities, the excavated matter is processed and readied for integration into future construction endeavours, thereby drastically lowering the sector's dependence on the extraction of virgin raw materials. In addition to the earthworks recovery, Ashghal has completely recycled more than 300,000 tonnes of general construction and demolition waste, further cementing its commitment to sustainable building practices.

Beyond earth and rubble, the organisation has implemented highly granular resource recovery protocols directly at the project sites. Timber, a material frequently discarded after limited use in scaffolding and concrete formwork, has seen an exceptional rate of recovery. Ashghal has managed to repurpose approximately 80,000 tonnes of timber waste within the very perimeters of its active project sites. This localised reuse not only prevents landfill overflow but also cuts down on the logistical emissions associated with transporting waste. The authority has also established strict sorting mechanisms for other common project by-products. Consequently, an impressive 7,000 tonnes of plastic waste, 3,000 tonnes of paper waste, and 1,000 tonnes of scrap metal have been successfully diverted to officially approved recycling facilities.

Perhaps most remarkably, Ashghal’s comprehensive waste diversion efforts extend well beyond conventional construction debris. The authority has also taken responsibility for the everyday biological waste generated across its extensive network of project sites and workforce accommodations. Nearly 8,000 tonnes of food waste have been successfully recovered through this holistic environmental programme. Rather than allowing this organic refuse to decompose in municipal dumps and generate harmful greenhouse gases, Ashghal has ensured it is systematically converted into organic compost or expertly processed at designated treatment facilities. This organic conversion process represents a vital component of the circular economy, transforming discarded meals into agricultural inputs that can support local landscaping and greening projects. Such detailed attention to every waste stream highlights the meticulous nature of the authority's operations.

Through these multifaceted initiatives, Qatar's Public Works Authority is proving that massive infrastructure development does not have to come at the expense of the environment. By carefully managing, reusing, and recycling millions of tonnes of varied waste materials, Ashghal is establishing a robust blueprint for the future of sustainable construction. These achievements highlight how proactive governmental leadership can drive industry-wide change, encouraging private contractors and developers to adopt similar green methodologies. Ultimately, the organisation's unwavering dedication to circular economy principles ensures that Qatar continues to build its physical landscape while simultaneously protecting its natural ecosystem for generations to come.

Global energy technology firm SLB has been awarded a landmark seven-year contract by the Kuwait Oil Company (KOC) under the ambitious Ahmadi Innovation Valley (AIV) initiative.

For decades, the global energy sector has faced a persistent hurdle: whilst cutting edge digital tools are abundant, seamlessly integrating them into harsh, real-world extraction environments remains a formidable challenge. Now, global energy technology firm SLB is poised to bridge this critical gap. In a major development for the Middle East’s upstream oil and gas sector, SLB has been awarded a landmark seven-year contract by the Kuwait Oil Company (KOC). Operating under the highly ambitious Ahmadi Innovation Valley (AIV) initiative, this partnership officially designates SLB as KOC’s very first contracted technology partner for its flagship innovation programme.

The heart of this agreement lies in a shared commitment to accelerating digital transformation across Kuwait's energy landscape. By focusing intensely on applied research, large-scale technology deployment, and advanced digital innovation programmes, both organisations are aligning their efforts with Kuwait’s overarching energy objectives. SLB will collaborate intimately with KOC experts to evaluate, test, and deploy cutting-edge technologies.

The scale of the undertaking is vast, encompassing nearly 100 distinct technology projects designed to tackle the pressing obstacles of modern hydrocarbon extraction. These high-priority projects span artificial intelligence (AI), industrial internet of things (IIoT) applications, complex production optimisation, and advanced reservoir technologies. The initiative will also prioritise proactive water management systems and crucial energy transition protocols aimed at lowering the environmental footprint of heavy operations.

A pivotal element of this seven-year contract is the rapid operationalisation of AI-enabled workflows. By marrying KOC’s deep operational expertise with SLB’s state-of-the-art digital tools, the partnership seeks to dramatically improve exploration accuracy and streamline demanding drilling operations. These integrated digital ecosystems will enhance continuous reservoir surveillance and allow teams to automate complex production adjustments informed by real-time telemetry data. As the energy sector pivots towards these data landscapes, modern operators must collaborate effortlessly on data-driven solutions to lower operational costs, maximise efficiency, and measurably reduce carbon intensity during routine extraction phases.

The strategic necessity of this collaboration extends far beyond mere hardware and software upgrades. Ahmad Jaber Al-Eidan, chief executive officer of Kuwait Oil Company, emphasised the strategic importance of the programme for the nation. "Ahmadi Innovation Valley represents an important step in advancing technology leadership across Kuwait's energy sector," he stated. "Through collaboration with leading technology partners, we are accelerating technology deployment, strengthening local capabilities and expanding knowledge transfer to support Kuwait's energy industry."

This dedication to knowledge transfer will play a pivotal role in nurturing local technical capabilities, thereby securing the long-term future of Kuwait’s energy workforce and ensuring the nation maintains a fierce competitive edge in an increasingly digitised global market.

SLB has announced concrete plans to establish a physical, dedicated Ahmadi Innovation Valley facility within Kuwait to facilitate this massive technological leap. Construction on this specialised innovation centre is expected to commence in 2026, with the facility officially opening its doors to researchers and engineers in 2028. Once fully operational, this centre will serve as a dynamic collaborative hub where technology providers, academic researchers, and front-line operational teams converge. It will furnish the necessary physical and digital infrastructure to scale emerging solutions from early pilot phases directly into full production environments, driving quantifiable improvements in process stability and asset longevity.

Olivier Le Peuch, chief executive officer of SLB, highlighted the core hurdle that the new initiative aims to overcome. "The energy industry has no shortage of technology. The challenge is deploying it at scale and turning innovation into operational impact," he noted. "Ahmadi Innovation Valley brings together technology providers, researchers and operational teams to accelerate the evaluation, deployment and scaling of new solutions across KOC's operations. We are proud to contribute our technology, domain expertise and global experience while helping strengthen local capabilities and support the next generation of Kuwaiti talent."

This landmark award signifies a major expansion of a deep-rooted relationship, building upon more than 85 years of continuous collaboration between SLB and KOC, and promising a profound modernisation of Kuwait’s upstream capabilities.

Artificial intelligence is rapidly transforming the engineering, construction, infrastructure, mining, marine, offshore, and industrial sectors.

Organisations are investing heavily in AI assistants, large language models, analytics platforms, and intelligent search technologies to unlock insights hidden within their data. Yet despite these investments, one question remains largely unanswered: how does AI know what is true?

Every project-driven organisation generates enormous amounts of information every day. ERP systems, Primavera P6 schedules, building information modelling applications, procurement platforms, spreadsheets, IoT devices, and countless third-party applications all contribute valuable information. The challenge is not a lack of data. The challenge is that every source tells only part of the story.

Without an authoritative business reference, AI simply becomes exceptionally good at recognising statistical patterns across disconnected information. It may summarise documents, identify similarities, and answer questions, but it cannot reliably determine which information reflects the operational reality of the business. That distinction separates informative AI from enterprise-grade decision intelligence.

The Enterprise Knowledge Problem

Digital transformation has produced an unexpected side effect. Organisations have accumulated decades of valuable business knowledge that now resides across hundreds of disconnected systems. Consider a typical contractor or EPC organisation. Critical information exists simultaneously across ProjectVIEW ERP, Primavera P6, Microsoft Project, Excel workbooks, procurement portals, finance systems, legacy applications, document management systems, engineering calculations, equipment telemetry, and supplier correspondence.

While every repository contains useful information, none independently describes the complete business reality. The traditional response has been to spend months—or even years—trying to sanitise, standardise, migrate, and consolidate every dataset into a single repository before AI initiatives can begin. Unfortunately, by the time that effort is complete, the business has already changed.

The Missing Piece in Enterprise AI

Most AI platforms treat every data source equally. ProjectVIEW AI does not. At the heart of the platform lies ProjectVIEW ERP, which serves as the deterministic operational model of the enterprise. It defines the verified relationships between bills of quantities, work breakdown structures, cost codes, resources, procurement, contracts, variations, progress, payroll, cash flow, and project controls.

These relationships are not inferred by AI; they are established through the organisation’s operational processes and business rules. ProjectVIEW ERP therefore becomes far more than a standard software system. It becomes the organisation’s Enterprise Knowledge Foundation.

Deterministic AI: From Prediction to Understanding

Most AI solutions begin by asking: “What does the data probably mean?”

ProjectVIEW AI asks a fundamentally different question: “How does this information relate to the verified operational model of the organization?”

That difference changes everything. Instead of relying solely on probabilities, ProjectVIEW AI evaluates every new piece of information against an established framework of enterprise knowledge. It understands business context before generating conclusions. The deterministic layer does not replace AI; it gives AI something reliable to reason with.

Nothing Is Wasted

One of the greatest strengths of ProjectVIEW AI is that it does not require external data to be perfectly sanitised before becoming valuable. ProjectVIEW AI follows a different philosophy: nothing is wasted. Because the ERP provides a deterministic knowledge reference, the AI can interpret imperfect, incomplete, or externally generated information within the proper operational context.

A spreadsheet containing quantities immediately becomes associated with relevant items. A supplier email becomes evidence supporting procurement status, delivery risks, or potential claims. Publicly available information is evaluated against active projects to identify opportunities and risks. Instead of discarding unsanitised information, ProjectVIEW AI contextualises it, building a continuously expanding organisational memory.

From System Integration to Cognitive Integration

For years, enterprise software focused on system integration, moving information between applications. ProjectVIEW AI focuses on cognitive integration, explaining what that information means to the business. Imagine asking:

• “Which delayed purchase orders will impact next month’s critical path?”

• “Which subcontractors present the highest contractual risk?”

• “Which projects are likely to experience margin erosion?”

• “Which variations have sufficient technical, contractual, and financial evidence to support a claim?”

• “How will current procurement delays affect forecast cash flow?”

These are not document searches. They are business reasoning exercises. Large language models understand language but not the operational logic of an EPC organisation. ProjectVIEW AI builds upon the organisation's established knowledge anchor. The best AI doesn’t just generate answers; it understands your business before it answers.

The global supply chain landscape is constantly evolving to meet the demands of fast-growing industries. 

On June 8th, 2026, Hellmann Worldwide Logistics officially broke ground on a brand-new, dedicated facility. This new automotive logistics hub in Dubai is strategically located within the highly sought-after Jebel Ali Free Zone (Jafza).

This significant project marks a major milestone in the company's long-term growth agenda. It is specifically designed to strengthen core industry verticals and effectively expand the company's global network capabilities. By establishing this site, Hellmann aims to support the expanding operational needs of its existing automotive customers in the region while creating scalable capacity for future growth.

Strengthening the Middle East automotive logistics market

The decision to invest in dedicated, industry-focused infrastructure allows Hellmann to enhance its ability to deliver highly resilient logistics solutions. These solutions are specifically tailored to the growing Middle East automotive logistics market. Market projections indicate that this sector is expected to expand at an annual rate of around 4% to 6% through the year 2030. The United Arab Emirates plays a strategically vital role in this context. The country serves as a key gateway connecting Europe, Asia, and Africa. Furthermore, the UAE offers strong multimodal connectivity and robust infrastructure for comprehensive global supply chain offerings.

The built-to-suit facility is currently being developed by INDU Logistics to meet these regional demands which is part of the INDU Group. Once completed, it will serve as a dedicated automotive hub seamlessly integrated within Hellmann's Middle East network.

The massive facility, spanning approximately 28,000 square meters is meticulously designed to manage the full spectrum of automotive spare parts logistics. The operational layout includes several specialized zones to maximize efficiency:

• It utilises high-density bin storage to organize smaller components efficiently and securely.
• The facility incorporates extensive pallet racking systems for standard freight and inventory management.
• It features specialised handling areas dedicated entirely to oversized and bulky automotive components.

This site will provide the scalable infrastructure necessary to support efficient, high-volume distribution across the GCC, Africa, and selected international markets.

Delivering high-performance logistics solutions

Industry leaders recognise the immense importance of this strategic development. Lee I'Ons, the regional CEO for IMEA at Hellmann Worldwide Logistics, highlighted the strategic value of the project by stating:

“The UAE is a strategically important market within our global network. By establishing this dedicated automotive hub in Jafza, we are systematically expanding our regional capabilities and creating further scalable, industry-focused infrastructure. This enables us to deliver competitive, high-performance logistics solutions for our customers and to support their long-term growth,”

Similarly, Abdulla Al Hashmi, global chief operating officer for Parks and Economic Zones at DP World, emphasized the broader regional impact:

“Hellman's investment in Jebel Ali Free Zone reflects the rapid pace at which the automotive industry is growing in the Middle East, with customers looking for faster, more reliable access to critical spare parts across multiple markets. By continuing to build specialized infrastructure in Dubai, we are supporting our partners in managing uncertainty and keeping their operations moving,”

The groundbreaking of this new facility represents a forward-thinking approach to modern supply chain management. Hellmann, by combining a prime geographic location with highly specialized storage capabilities, is well-positioned to serve a rapidly expanding market. Businesses looking to optimise their supply chains should continuously monitor these infrastructure developments to stay ahead of industry trends.