How family businesses can create a meaningful future
30 September 2022
Family businesses have been at the forefront of change in the UAE for generations, thanks to their commitment to the vision outlined by the nation’s leadership.
Historically a driving force for advancement, they remain a staple component of the UAE’s commercial ecosystem today: synonymous with trust and recognised for their vital role in driving job creation and economic growth.
The Covid-19 pandemic resulted in some 70 per cent of business leaders in the UAE forming a stronger connection to their purpose, according to a November 2020 KPMG report entitled A different service for a new reality.
In an era of global uncertainty, purpose is the North star, defining why a business exists and guiding family businesses as they move to transform and innovate in order to stay relevant and competitive – both now and in the future.
Further, consumers, employees and shareholders alike are increasingly paying attention to how companies go about their business: from operating models and treatment of their people to the values they display.
Alignment of corporate and personal purpose is now imperative across all stakeholder groups, and future success for family businesses will depend as much upon being recognised for their social contribution as their commercial leadership.
Aspirational view
For some, this will mean a seismic shift in mindset, which must be borne out of strategic intent. To make this shift, a clear and articulate vision of the future is a valuable, and indeed essential, tool.
If purpose is the North star, providing direction, a vision paints the picture of the future; it is an aspirational view of the destination along the way. For every stakeholder touchpoint, a vision brings alignment, structure and clarity, especially during times of unprecedented change.
Al-Ghurair Investment has built a 60-year history founded on its pivotal role in the country’s evolution and for making bold moves with a progressive mindset. Today, we embrace that legacy into the core of who we are, and look to our next chapter, launching an all-new vision that incorporates our history and our future: ‘Pioneers in the pursuit of better to enhance life, every day’.
Pioneering passion
The UAE’s ongoing transformation has ushered in a new era of opportunities for family businesses, energising us to always stay one step ahead of the times.
That means embracing change as a constant and being agile in our ability to adapt and respond to market trends and movements.
Our transformation journey emphasises innovation, driving us to make bold moves that disrupt – thereby consistently raising the benchmark and expanding consumer choice.
From a legacy built upon groundbreaking moments: establishing the first flour mill, the first canola seed crushing plant, the first cement company and being first-to-market with a multi-use mall, we retain our pioneering spirit and have bold intentions to add many more firsts to our future story.
Future success will depend as much upon being recognised for their social contribution as their commercial leadership
John Iossifidis, Al-Ghurair Investment
Pursuing better for all
To remain at the forefront of development, family businesses need to continuously up their game to become better for customers, employees, shareholders and society.
Customer priorities and behaviours are shifting, and brand loyalties are continuously being tested. In a recent customer intelligence report, four out of five UAE consumers have switched brands at least once in the past year.
There are growing expectations around improving customer experiences. Managing digital touchpoints, customer insights and data analysis are critical. It is encouraging to see family businesses in the region treating digitalisation as a top strategic priority going forward, with cost reduction no longer the primary driving force.
The focus should be on shaping customer journeys that resolve pain points and build moments that not only satisfy but delight.
Finally, for every business decision made, family businesses need to keep an eye on the country’s future, investing in sectors that drive local economic development and social advancement for generations to come.
Through our partnership with the Abdulla al-Ghurair Foundation for Education, we invest in and enable the development of Emirati and Arab youth, building better livelihoods through education. Furthermore, conscious mindfulness towards sustainability is an increasing imperative – focusing on circularity, waste reduction and managing carbon footprints.
Enhancing life, every day
From the beginning, we pledged to enhance life in the community by entering sectors that are core to customer needs, that advance society and make a meaningful contribution. All our efforts are guided towards facilitating the ‘ecosystem of life’ – feeding people, housing people, educating people or bringing communities together.
Achieving sustainable change is not just about big, symbolic efforts, but the smaller moments, where our daily actions can make a genuine difference.
We believe family businesses need to build a culture around pursuing ‘being better’ every day, whether through how they serve their customers or how efficiencies are built into internal processes.
We ask ourselves every day at Al-Ghurair: “What can we do better today?” as this is how we can fulfil our larger purpose and vision for the UAE.
In doing so, we seek to collectively lead the business into a new era of growth: becoming more progressive, people-oriented, value-driven and guided by a focus on sustainable excellence – all while creating value for all our stakeholders.
The Al-Ghurair family is woven into the fabric of the country’s rich heritage and economic growth. I believe there is much to be excited about when I look towards the future of the UAE and our organisation’s role within it.

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Chinese contractor wins Saudi power and gas contracts4 August 2026
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The awards cover the third phase of cable laying and connection works for Saudi Aramco’s Master Gas System (MGS-III) project and the first phase of a 380kV transmission line for the Red Sea Aluminium project, the company said in a statement.
The MGS gas booster station contract covers electrical, instrumentation and control, communications, pre-commissioning, commissioning and defect rectification works.
The project is located northwest of Al-Mendassah in Medina Province. Construction is scheduled to last 670 days and continue through to partial mechanical completion and mechanical completion.
The Red Sea Aluminium contract involves the first phase of a 380kV overhead transmission line project.
The scope includes eight new transmission circuits. Four incoming double-circuit lines will extend about 15.2 kilometres from the connection point to the switchyard. Four outgoing double-circuit lines will run about 0.2 kilometres from the switchyard to the aluminium plant power station. Provision has also been made for two additional outgoing circuits in the future.
The Red Sea Aluminium complex is a planned integrated aluminium production facility in Yanbu Industrial City being developed by Red Sea Aluminium Holdings (RSAH), a joint venture of Innovation Global Industries, Innovation New Materials and Shandong Innovation Group
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READ THE AUGUST 2026 MEED BUSINESS REVIEW – click here to view PDFSaudi Arabia builds for the global stage; Rising uncertainty creates fresh set of challenges in the Maghreb; Gulf banks remain robust in the face of geopolitical tensions.
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Contractors submit bids for key Aramco offshore tenders4 August 2026

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Contractors in Saudi Aramco’s Long-Term Agreement (LTA) pool of offshore service providers have submitted bids for five offshore tenders covering the engineering, procurement, construction and installation (EPCI) of structures at the Abu Safah, Berri, Manifa, Marjan, Safaniya and Zuluf offshore oil and gas fields in Saudi Arabia.
The tenders are numbers 167, 168, 169, 170 and 171 on Aramco’s Contract Release and Purchase Order (CRPO) system, according to sources.
Aramco issued the five CRPOs to its offshore LTA contractors in December, setting an initial bid submission deadline of 3 February.
The Saudi energy giant has since extended the bid submission deadline several times – to 31 March, 1 June, 1 July and then 30 July – to allow LTA contractors sufficient time to prepare proposals.
At the request of certain bidders, Aramco granted a final two-day extension, with LTA contractors submitting their proposals for the five CRPOs on 1 August, sources told MEED.
The basic scope of EPCI work on the tenders is as follows:
- CRPO 167 – eight jackets at the Marjan field development
- CRPO 168 – four production deck modules (PDMs) at the Abu Safah, Berri, Manifa and Safaniya fields
- CRPO 169 – three PDMs at the Marjan field development
- CRPO 170 – three PDMs at the Marjan field development
- CRPO 171 – three PDMs at the Zuluf field development
Offshore contract awards
Aramco spent almost $11bn on offshore EPCI contracts last year, more than double its capital expenditure on offshore projects in 2024, marking another year of robust upstream project spending in Saudi Arabia.
In July, Aramco selected contractors for five CRPOs – numbers 150, 157, 158, 159 and 160 – worth over $3bn. These involve EPCI work and infrastructure upgrades at the Abu Safah, Berri, Manifa, Marjan and Zuluf offshore fields.
The Saudi energy giant then picked contractors for four more CRPOs that are part of the large-scale project to expand infrastructure at the Zuluf offshore field development. The tenders are CRPOs 145, 146, 147 and 148, and their combined value is estimated to be almost $6bn.
In late December last year, Italian contractor Saipem announced securing contracts for CRPOs 162 and 165. The scope of work on CRPO 162 covers the EPCI of two rigid pipelines – a 30-inch pipeline stretching 23.98 kilometres (km) and a 20-inch pipeline, 10.23km-long; replacement of a flexible 10-inch pipeline that spans 5.1km; and modification work on topsides at the Berri and Abu Safah field developments. The duration of this contract is 32 months, Saipem said.
The scope of work on CRPO 165, lasting 12 months, includes subsea interventions at the Marjan field development and the EPCI of 300 metres of onshore pipeline and associated tie-ins.
In early January 2026, MEED reported that Aramco had selected US-based McDermott International for CRPO 166. The scope of work is understood to have been carved out of the $15bn Marjan offshore field development project, under which Aramco issued contracts for 20 EPCI packages in 2019. McDermott won the largest share of work on the project, securing an estimated $4.5bn of contracts across two packages.
The contract for CRPO 166 was single-sourced to McDermott without a competitive tendering process and issued as a change order, sources told MEED.
Aramco then awarded its second offshore contract of the year, CRPO 156, to Saipem. The scope of work covers the EPCI of a 48-inch trunkline, spanning roughly 65km offshore and 12km onshore, from the Safaniya offshore oil field to the onshore processing facility, plus associated works such as subsea hook-ups.
CRPO 156 comprises the third package in Aramco’s latest expansion phase at Safaniya – the world’s largest offshore oil field, with a production capacity of nearly 1.2 million barrels a day (b/d). Discovered in 1951, the field is located in Gulf waters approximately 265km north of Aramco’s headquarters in Dhahran.
MEED also reported that Saipem was selected by Aramco for two more tenders as part of the Safaniya field development expansion phase – CRPOs 154 and 155. The combined contract value for CRPOs 154 and 155 is estimated at $600m, sources said.
In April, state-owned China Offshore Oil Engineering Company won CRPO 161, which covers the EPCI of four gas jackets at the Arabiyah, Hasbah and Karan offshore fields.
Healthy contract award pipeline
Looking ahead, in addition to CRPOs 167-171, which are currently under bidding, Aramco is evaluating bids submitted by its offshore LTA contractors in July and August last year for at least two additional tenders.
These are CRPOs 163 and 164, relating to the EPCI of infrastructure at the Abu Safah, Berri, Karan, Marjan and Safaniya fields.
Separately, the offshore LTA contractors are also bidding for a new tender – CRPO 176 – that was issued by Aramco in May, according to sources.
The scope of work on CRPO 176 covers the EPCI of seven flexible subsea pipelines with a combined length of 17km at the Berri and Marjan offshore field developments.
Aramco’s LTA pool of offshore service providers comprises the following entities:
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- Dynamic Industries (US)
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- Hyundai Heavy Industries (South Korea)
In April 2025, Aramco renewed its LTAs with the following contractors, whose contracts had either lapsed or were close to expiry:
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Credit ratings key to infrastructure finance4 August 2026
A global convergence in how infrastructure is financed is creating new pools of capital for Gulf projects, but the region’s non-OECD status means credit ratings will be central to unlocking the largest of these, according to Fitch Ratings.
The ratings agency said the boundaries between project finance, corporate credit and structured finance are blurring as investors seek to optimise financing for the infrastructure required to support the digital buildout and energy transition. Rising interest from institutional investors in private credit, particularly asset-backed lending, is accelerating the adoption of tailored financing structures.
For the GCC, the shift is important because of a specific regulatory constraint. Under EU Solvency II rules, unrated infrastructure debt sourced from outside the OECD cannot be treated as qualifying infrastructure. Fitch said this means that for investors seeking to access infrastructure opportunities in Saudi Arabia, India and other non-OECD markets, a credit rating is necessary for regulatory capital treatment.
The distinction is significant for a region running one of the world’s largest project pipelines. Saudi Arabia, the UAE and their neighbours are financing large-scale projects across the power, water, transport and digital infrastructure sectors, and much of the incremental capital Fitch identifies is held by regulated institutions for which ratings determine capital charges.
Insurers pivot
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Insurer allocations to infrastructure have historically been low, at a global median of about 1% of investment portfolios. Fitch said this is changing rapidly. It cited a Nuveen survey conducted at the end of 2025 indicating that private market infrastructure debt is set to be the most favoured destination for fixed-income allocation for the third consecutive year, with 46% of respondents planning to grow allocations over the next two years.
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Regional outlook
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AtkinsRealis confirms Sphere Abu Dhabi role4 August 2026
AtkinsRealis has confirmed it has been appointed lead design and supervision consultant on the $1.7bn Sphere Abu Dhabi project on Yas Island.
The Canadian engineering and project management firm said it will partner with local firm Alec Engineering & Contracting on the venue, which is scheduled to open in 2029.
AtkinsRealis will be responsible for overall design coordination across architecture, structural engineering and specialist immersive technologies. Alec – appointed by Abu Dhabi’s Department of Culture & Tourism (DCT Abu Dhabi) – will oversee procurement, construction delivery and project completion.
The project is being delivered under a design-and-build framework.
Alec Holdings confirmed in May that its subsidiary, Alec Engineering & Contracting, had received a letter of award for the construction contract. MEED previously reported that Alec was the selected contractor and had been working on the project during the pre-construction phase.
Sphere Abu Dhabi will be built on Yas Island on a plot between Yas Mall and SeaWorld Abu Dhabi. It will be the first Sphere venue outside the US and is expected to echo the scale of Sphere Las Vegas, with a capacity of up to 20,000, depending on configuration.
The venue will feature a fully programmable LED exosphere and a wraparound interior display capable of delivering 16K-resolution visuals, alongside beamforming audio technology that can direct sound to individual seats.
DCT Abu Dhabi is developing Sphere Abu Dhabi with US-based Sphere Entertainment.
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Oman opens door to direct power sales4 August 2026
Commentary
Mark Dowdall
Power & water editorOman’s Direct Sales Framework has been in place since April, but its success will ultimately depend on whether developers and large electricity users choose to adopt it.
The framework establishes a regulated process that allows qualifying private renewable energy developers to sell electricity directly to eligible consumers, instead of through Oman’s traditional single-buyer model.
For the first time, large electricity consumers have a formal mechanism to procure renewable power directly from developers, rather than relying solely on electricity supplied through the wider grid.
The recently tendered 280MW Marsa solar independent power project could provide an early indication of how the framework will be used in practice.
The project has been identified as a potential early application of the new regime, with electricity generated near Haima expected to be supplied to the Marsa LNG facility at Sohar through Oman’s transmission network.
The framework also requires grid-connection studies, network approvals and annual capacity limits, underscoring that direct sales will continue to operate within a regulated market rather than an open one.
Developers will also need customers willing to sign long-term agreements, while large electricity users will need to see clear value in procuring renewable power directly.
The scale of electricity demand expected over the coming decade will be a key factor in driving these decisions. Large industrial consumers are expected to account for a growing share of Oman’s future electricity demand as mining, green hydrogen, metals and other energy-intensive industries expand.
Oman’s procurement of utility-scale generation through competitive tenders is not slowing down either, as evidenced by recent advisory tenders for up to 4GW of solar projects targeted for commercial operation by Q2 2030.
In the meantime, for some users, securing renewable electricity directly from developers may become an attractive alternative to relying solely on the traditional supply model.
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