Contractor of the Year

The organisation adopts a structured and ambitious approach to digital initiatives, positioning innovation as a core strategic driver rather than a support function. ALEC has established a dedicated Innovation Department and Digital Committee to oversee and govern its digital transformation agenda, supported by Digital Champions embedded across business units.

This governance model enables a decentralised yet coordinated approach, allowing individual projects to function as live testbeds for emerging technologies, such as BIM, AI, IoT, robotics and data analytics.

A distinctive feature of ALEC’s approach is its ‘platform’ model, whereby digital tools and processes are piloted on active construction sites and scaled across the organisation once their value has been demonstrated. This is reinforced through sustained investment in cloud-based ERP systems, integrated BIM frameworks aligned with ISO 19650 standards, and advanced data analytics platforms that support real-time decision-making and productivity improvements.

Digital initiatives are clearly aligned with business objectives, including enhancing productivity, reducing risk, improving information management and maintaining competitiveness within an increasingly complex construction environment.

Evidence indicates that these objectives are largely being achieved, with ALEC gaining industry recognition for digital excellence, streamlining core processes, improving collaboration across stakeholders, and embedding a measurable culture of innovation.

While ongoing change management continues to present challenges, the organisation demonstrates clear and sustained progress towards its stated digital and strategic goals.

Bait Al Maward Contracting Company has undergone a significant strategic evolution over the past 24 months, transitioning from traditional methods to a structured, modern approach to project delivery.

By refining internal workflows and strengthening coordination between management and site operations, the company has enhanced delivery certainty, improved quality, and effectively mitigated execution risks.

Key Operational Advancements:

Efficiency & Productivity: Optimised processes have led to reduced rework and consistent adherence to project timelines and quality benchmarks.

Digital Integration: The introduction of digital tools and organised reporting has streamlined communication, enabling faster issue resolution and increased transparency for stakeholders.

Sustainable Growth: These initiatives align with the company’s goals of long-term competitiveness and high client satisfaction within the Saudi construction market.

The result is a measurable improvement in safety performance and execution efficiency. This holistic commitment to continuous improvement positions Bait Al Maward as a forward-thinking contractor capable of delivering complex projects through innovative and reliable methodologies.

Group AMANA adopts digital transformation as a strategic enabler and a core driver of its ambition to become a fully data-driven enterprise. The primary objectives are to strengthen forecasting capability, improve operational efficiency, enhance governance and transparency, and enable sustainable growth.

Digitalisation is embedded across systems, sites, people, and organisational culture, ensuring technology enhances end-to-end operations rather than functioning as a standalone initiative.

At a corporate level, structured digital reporting and performance-monitoring systems centralise data and strengthen accountability. Automation has been implemented across key functions, including CRM platforms for tender management, Construction Management Information Software (CMIc) for project controls and approvals, and Human Capital Management (HCM) systems for workforce optimisation.

Advanced analytics are delivered through interactive dashboards, enabling real-time visibility, more accurate forecasting, and faster, data-driven decision-making. Targeted training programmes ensure employees are equipped to use tools such as Power BI (Business Intelligence), risE, DocuSign, Copilot, and Oracle effectively.

At project and site level, BIM supports clash detection, quantity validation, and construction sequencing, reducing rework and material waste. Digital planning tools improve coordination and programme reliability, while reality-capture technologies enhance cost control, documentation accuracy, and performance monitoring.

These initiatives have delivered improved project outcomes, stronger governance, increased system adoption, and measurable efficiency gains across operations.

At Innovo, we have integrated enterprise-wide digital platforms, including Oracle Fusion, SAP, and SuccessFactors across procurement, finance, human resources, and project controls. This unified ecosystem provides real-time visibility of cost, productivity, and risk, enabling faster decision-making and stronger governance across projects and regions.

On-site, Innovo deploys digital twin technology, AI, IoT, and robotics to address core construction pain points. Live digital twins connect site data to predictive models, enabling teams to optimise sequencing, identify clashes early, reduce rework, and improve safety outcomes.

AI-driven predictive analytics flag potential schedule and cost risks before they materialise, while Innovo has an internal InSafe platform for HSE and quality monitoring. Robotics support repetitive and high-risk activities with higher accuracy and efficiency, allowing teams to focus on higher-value work.

Digital twins are now standard on major projects, millions of man-hours delivered with zero lost-time injuries, and material waste has been measurably reduced.

Lebanese firm Masri Engineering has strategically expanded into the UAE to redefine engineering and construction project delivery. Through an integrated engineering–contracting model, the company directly translates design intent into execution excellence, eliminating coordination barriers and ensuring faster delivery, higher quality, and full accountability.

By unifying engineering, construction, and technical delivery, Masri Engineering provides clients with a single point of responsibility while maintaining rigorous quality control from concept design through to handover.

This integrated approach enables teams to implement innovative construction methods, optimise material selection, and deliver sustainability-driven solutions that enhance performance, cost-efficiency, and long-term value.

By leveraging in-house expertise, the company delivers technically robust, future-ready projects aligned with international best practices and local regulations. Beyond project execution, Masri Engineering contributes to national development by supporting infrastructure growth, strengthening local supply chains, and creating employment opportunities.

Nesma & Partners approaches digital initiatives as a business-led transformation anchored in a strategic roadmap. Initiatives address identified operational pain points or unlock new business opportunities and are supported by business cases aligned with the corporate Balanced Scorecard metrics, ensuring digital investments focus on improving productivity, reducing execution risk, and strengthening knowledge transfer across the organisation.

The Business Transformation Roadmap has streamlined more than 100 cross-functional workflows, covering the full spectrum of revenue-generating activities, over 80% of cost-base processes, and critical ESG, HR, administration, and cash-management functions. These workflows have been progressively digitised and standardised to improve organisational consistency, transparency, and decision-making.

Moreover, intelligent robots have been trained to initiate and conduct end-to-end business activities, integrating with internal platforms and external government portals, enabling automated data exchange, system updates, and controlled information sharing among relevant stakeholders without the click of a button.

As a result, Nesma & Partners has achieved measurable improvements across key performance indicators at both workflow and enterprise levels, validated through joint assessments by the Business Transformation team and process owners. Employees now have on-demand access to end-to-end project and support-function information, significantly enhancing transparency and organisational knowledge.

Orascom’s digital transformation journey began in 2010 with building BIM models designed to enhance technical coordination, improve shop drawings, integrate time schedules, measure progress, ensure accurate as-built data, and offer client-friendly Facility Management solutions.

Orascom has successfully delivered multiple mega projects through digital delivery processes, incorporating technologies such as VDC/BIM, reality capturing, mixed reality, and more. The strategy continues to evolve, moving toward a vision of complete digital delivery that leverages cutting-edge digital tools to drive efficiency and collaboration.

This commitment to digital technologies ensures that every project meets the highest standards of quality, efficiency, and sustainability.

Saudi Binladin Group (SBG) has demonstrated how a traditional contracting organisation can successfully transform itself into a modern, digitally enabled, and safety‑led construction leader.

SBG’s work spans highly sensitive live environments, including the Holy Haram in Makkah, major international airports, healthcare facilities, and landmark high‑rise developments. These projects require exceptional planning, coordination, and discipline, often delivered while facilities remain fully operational. Through strong leadership, structured planning, and the adoption of advanced digital tools, SBG has consistently delivered safe, predictable, and high‑quality outcomes.

A key strength of SBG’s approach is the integration of digital technologies such as BIM, data analytics, and smart construction platforms into everyday project delivery. These tools support better decision‑making, improve productivity, reduce risk, and enhance safety performance across the business.

Safety remains a core value. In 2025 alone, SBG delivered over 250 million man‑hours with continuously improving safety results, supported by technology‑enabled HSE systems and a strong safety culture.

SBG’s achievements have been independently recognised through multiple industry awards, reflecting leadership in digital transformation, BIM, data‑driven delivery, and health and safety excellence, aligned with Saudi Vision 2030.

Trojan Construction Group has delivered measurable improvements in construction performance by embedding BIM-enabled digital delivery within a structured, enterprise-scale engineering organisation.

Over the past 24 months, digital initiatives have been translated into real site outcomes across complex, multi-disciplinary projects, improving safety, productivity, quality, cost certainty, and handover reliability under live construction conditions. Trojan’s contractor-led approach integrates BIM and digital delivery across tendering, procurement, design coordination, construction execution, logistics planning, and closeout. A multi-disciplinary Engineering Department operating across regions provides a single, reliable source of information that strengthens decision-making, reduces rework, and reinforces accountability at site level.

A key differentiator is Trojan’s Engineering Centre of Technical Excellence, operating at enterprise level to provide technical authority, standards, advisory support, and assurance across disciplines. Complementing this is a scalable BIM Hub in

Egypt, delivering coordination, model production, digital workflows, and data management within controlled governance. Executive leadership defines strategy and standards, while embedded BIM teams in the UAE and Saudi Arabia execute delivery. Continuous feedback from site execution refines methods and tools, ensuring consistent, repeatable performance.

As a result, Trojan converts digital capability into tangible construction outcomes, delivery certainty, and sustainable business value.