In 2014, the Engineering Contracts division of Dubai Municipality embarked on a project aimed at digitizing their tendering and payment processes for construction works, with the goal of eliminating or reducing paper-based processes and obtaining error-free tenders and payments that fully comply with tender requirements. By 2020, they had successfully implemented the digital payment process and achieved significant cost and time savings.

To achieve these objectives, the team identified the necessary requirements while considering potential cost and time savings. The project resulted in a total cost saving of AED7.7m for Dubai Municipality and zero visits for consultants and contractors, resulting in a total cost saving of AED10.600m. Furthermore, it increased productivity, simplified procedures, improved customer and vendor satisfaction, and reduced operational costs.

DuPod is a leading modular manufacturing organisation, with innovative plug-and-play bespoke solutions powered by an end-to-end tech-enabled platform. DuPod’s business model aims to perfect an intelligent, tech-enabled eco-system of industrialised construction infrastructure to elevate and differentiate.

The Fourth Industrial Revolution (Industry 4.0) is based on ubiquitous connectivity and promises to significantly improve ways of doing business. While BIM has been an essential enabler for digital transformation in construction, the concept of DuPod 4.0 gradually begins to impose itself.

Gleeds has demonstrated its dedication to data maturity and innovation by implementing various measures to improve its capabilities. This includes providing data maturity courses organization-wide to promote a digital culture and encourage data adoption. By raising the standard for data literacy, Gleeds aims to help its teams recognize the value of data and utilize it effectively.

Moreover, Gleeds is investing in innovation to overcome challenges in the built environment and enhance project outcomes. The organization is committed to data-driven decision-making, collaboration, and maximizing resource use to contribute towards achieving the UN Sustainable Development Goals.

The Roads and Transport Authority (RTA) has implemented a digital transformation program known as CONOPS (Concept of Operations) to manage and lock asset information configurations across their lifecycle, ensuring that requirements are met during each phase, creating a real-time digital twin of rail networks, and automating business processes. The CONOPS program relies on a governance framework and transparent, responsive business processes, as well as specific software tailored to accommodate new business functions and value chains. The RTA followed a balanced approach to digital disruption over five years, utilizing the 3P approach (People, Processes, and Platforms) and normalizing maturity across the 3Ps and other proprietary maturity pillars. This approach resulted in digitizing all legacy engineering documents, updating data models for future engineering and asset documents, digitizing Dubai's metro networks, improving the quality and logical structures of rail information, increasing operational efficiency, transforming into a completely paperless government, and driving momentum towards continuous improvement.

Shade Corporation has undertaken a phased approach to digitalization based on its operational flow, with the aim of implementing initiatives for each step and integrating them to complete the overall transformation. The first phase of digitalization focused on business development activities, including identifying potential clients based on current and future project demands, generating leads by approaching clients, following up these leads, and converting them into RFQs (Request for Quotes). Each activity required input from various sources, including the sales team input, market insights, and economic factors. The information generated in this phase was digitalized and resulted in increased efficiency, better control, reduced time requirement, 100% paperless operation, better data and information management, aided in remote work environment, and provided a firm platform for next-level development.

The Middle East business of Turner & Townsend underwent a digital transformation that centered on the deployment of a cloud-based software platform, which functions as a central repository for data, accessible globally and supporting core services. The move towards digitalisation was driven by the need to better manage data and gain insights within the industry. To meet the specific needs of the company, they created their own platform, The Hive, which automates transactional processes and embodies the company's cost management methodology. This has allowed for the more effective use of data and leveraging of insights to enhance project outcomes. The cloud platform streamlines the process of accessing relevant information and provides powerful tools for data management and project control, thereby ensuring that all members of the global business can access up-to-date information with ease..