§ 1 Al Madar MGM is a privately held construction house founded in 1979¹. We hold an unbroken 47-year record of civil works, fit-out, decorative finishes, hospitality interiors, cultural projects and infrastructure across the Emirates and the wider GCC, and have closed each of the last twelve fiscal years with a clean, unqualified audit².
§ 2 The present document compiles, in summary form, our institutional mandate (§ 01), the seven disciplines under which we tender (§ 02), a redacted register of selected works delivered for sovereign and ministerial principals (§ 03), a multi-year statistical record (§ 04), our delivery methodology (§ 05), and the governance and compliance instruments that hold us answerable (§ 06)³.
§ 3 It is published in plain language, with footnotes, on the understanding that public capital deserves public legibility.
Chief Engineer · Office of the Managing Director
For and on behalf of Al Madar MGM Construction L.L.C. · Dubai, U.A.E. · 9 May 2026
Who we build for, on what terms, and the auditable instruments by which we are held to those terms.
Al Madar MGM Construction L.L.C. has, since its founding in 1979, operated under a single mandate: to build, fit-out and finish public, civic and culturally significant works across the United Arab Emirates and the wider Gulf to a standard that does not embarrass either the principal who commissioned them or the public who will use them⁴. We work at every scale from a 96-room boutique hotel fit-out to a 1.4 km infrastructure causeway, and at every register from the painstaking restoration of plaster cornicing in a heritage majlis to the casting of a 28,000 m² monolithic civic raft.
We do not regard a project as delivered until the warranty period has closed without claim, the operations & maintenance manuals are accepted by the principal in writing, and the file is closed in our archive. — Standing instruction · Office of the Chief Engineer · 2014
Our principals fall in five broad classes: ministerial and federal authorities; sovereign wealth and government-related entities on the procurement side of cultural and infrastructure investment; the boards of accredited cultural institutions (museums, archives, libraries); the development arms of municipal authorities; and a small, repeating roster of hospitality groups whose interiors we have built since the late 1990s. We accept private commercial work selectively, where it does not crowd out our institutional pipeline⁵.
We are privately held and intend to remain so. The shareholding has not changed since 1989. The firm carries no public debt, no convertibles and no parties with disclosable conflicts of interest. We submit annually to an unqualified audit by KPMG (GCC), to ISO surveillance audits on three running certifications, and to whichever local-authority inspections are required of every job we open. Each of these instruments is designed to make our work answerable in writing — not because answerability is fashionable, but because the public hand deserves it.
The trades under which Al Madar MGM tenders, self-performs and warrants. Subcontracted scopes are ring-fenced, written and disclosed to the principal in advance.
Substructure, superstructure, raft and shell. Self-performed up to G+12; managed-tier above. Fully RICS-priced⁶.
Cat-A and Cat-B fit-out delivery for offices, hospitality, civic and cultural use. In-house joinery shop in Al Quoz⁷.
Plasterwork, gilding, marquetry, lime-wash, fresco repair, gypsum cornicing. The studio retains six master craftsmen on indefinite engagement.
Five-star hotel and resort interior packages, soup-to-nuts. Standing relationships with three of the GCC's largest operators since 1998.
Museums, libraries, archives, civic halls, heritage pavilions. Built to museum-grade RH/T tolerances; verified by independent commissioning agents.
Civic-scale infrastructure executed in joint venture with specialist consortia. Managed under FIDIC Red & Yellow forms⁸.
A small, separately staffed studio for buildings of cultural value. Working under conservation-grade specifications endorsed by ICOMOS.
A standing programme office sits across all seven trades, holding a single chain of custody on document control, RFI, IR and snag throughout the project.
A redacted register of recently delivered works for ministerial, cultural and sovereign principals. Each entry carries an independently signed handover certificate; copies are available on application by accredited procuring authorities.
Six fiscal years, nine columns, one footnote regime. Each cell is reproducible against the audited file with the reference shown in the footer of the table.
| Fiscal Year | Projects delivered |
Handovers on time |
On-time % |
Manhours millions |
LTIFR per 200k hrs |
Audit findings |
Recordable incidents |
Litigation open |
|---|---|---|---|---|---|---|---|---|
| FY 2019 | 21 | 19 | 90.4 % | 3.81 | 0.42 | 0 | 4 | 0 |
| FY 2020 | 17 | 15 | 88.2 % | 3.04 | 0.36 | 0 | 3 | 0 |
| FY 2021 | 23 | 22 | 95.6 % | 4.18 | 0.31 | 0 | 2 | 0 |
| FY 2022 | 26 | 24 | 92.3 % | 4.74 | 0.28 | 0 | 3 | 1 |
| FY 2023 | 29 | 28 | 96.5 % | 5.21 | 0.24 | 0 | 2 | 0 |
| FY 2024 | 31 | 30 | 96.8 % | 5.62 | 0.21 | 0 | 2 | 0 |
| 6-year total | 147 | 138 | 93.9 % | 26.60 | 0.30 | 0 | 16 | — |
| ▲ All figures audited. LTIFR computed on rolling 200,000-hour basis per ISO 45001. Litigation open as of 2024-12-31, GCC jurisdictions only. Source file: KPMG/GCC/AM-MGM/FY24/0712-001. | ||||||||
A formal description of the firm's standing delivery method, lodged with our auditor and updated under change-control. Every project is run against the version live at the date the principal's commission is received.
Our delivery method is not a marketing exercise. It is a working document, kept under change-control by the Office of the Chief Engineer and version-stamped at every revision. The current version is OCE/MET/V12.3, ratified 2026-01-08¹³.
Each of the seven stages below has a written gate, a named gate-keeper, and a documented evidence pack required to close it. No stage closes informally. Where the principal asks for an exception, we record the exception and have it counter-signed.
The result is, to the extent it can be, an audit-grade chain of custody from the day a tender is opened to the day the warranty period closes — typically a span of 36 to 60 months for civic and cultural work.
The methodology is open to inspection by an accredited procuring authority on request, on the standing condition that subcontractor and pricing schedules remain commercially confidential.
Every RFQ / ITT / EOI is logged within 24 hours. No tender opens before the COI screen is signed.
BIM-360 model federated; ISO 19650 information-management plan ratified before mobilisation.
Subcontracted scopes named in the principal's contract; chain of custody held centrally.
ISO 45001 site file opened; weekly safety walks; monthly LTIFR returned to the principal in writing.
Hold-points witnessed by the principal's commissioning agent. Defects logged, not negotiated.
Test & commissioning under the consultant's witnessed protocol. T&C certificates archived in PDF/A.
O&M binders accepted in writing; defects-liability period closed only on the principal's counter-signature.
Certifications, registrations, audit relationships and board governance. Each item is current as of 2026-05-09 unless otherwise noted; expired or pending instruments are flagged in the right-hand column.
Six officers under whose names the firm tenders, signs, builds and warrants. Each carries personal professional registration with the relevant U.A.E. authority and is named on the firm's tender filings.
Chief Engineer · Office of the Managing Director
With the firm since 1989. Former director of works at the Department of Public Works, Sharjah. Personal RICS chartered membership; ICOMOS-affiliated. Signs on every cultural-tier handover.
Director · Cultural & Heritage Practice
Joined 2011 from the Sharjah Heritage Authority. Heads the Restoration Studio (D-07). Standing seat on the firm's Ethics & COI Committee. Member of the ICOMOS scientific committee, U.A.E.
Director · Civil Works & Infrastructure
With the firm since 1998. PE (U.A.E.); fellow ICE (UK). Holds principal-engineer responsibility on every infrastructure-tier tender lodged under D-01 and D-06.
Director · Audit, Compliance & Risk
Joined 2015 from KPMG (GCC), where she was senior manager on the firm's audit. Holds CIA and CISA designations. Reports to the Audit & Risk Committee.
Director · Hospitality & Decorative Finishes
With the firm since 2002. Trained Florence; runs the Al Quoz joinery and finishes studio. Personal portfolio includes 24 five-star openings across the GCC and Levant.
Director · Tenders & Public Procurement
Joined 2019 from the Federal Tender Board. Leads the Office of Tenders. First point of contact for accredited procuring authorities; holds the firm's pre-qualification register under § 06.
To the principal officer reading this document, in whatever ministry, sovereign office, council or accredited consultancy it has reached you,
A capability statement is, in the end, a promise made on paper to people one may not yet have met. Ours is brief, and made plainly: that whatever we accept to build for you, we will build to a standard that does not embarrass the public hand on whose behalf you commissioned it; that we will keep the file in good order while we do so; that we will hand it back closed, with the warranties intact and the manuals accepted in writing; and that we will answer for it, in writing, for as long as the file is open.
We are forty-seven years old. We are privately held. We submit, every year, to an audit we do not control, and we have not been qualified once. None of that is ornament; all of it is the working basis on which our principals — ministerial, sovereign, cultural and civic — return to us, season after season. If, after reading this document, you feel inclined to enter into correspondence with the Office of Tenders, we would be honoured to receive your enquiry. We will reply within five working days.
Footnoted material referenced through the body of this capability statement. References follow the Chicago Manual, 17th ed., adapted for U.A.E. ministerial and sovereign documentation.
For RFQ / ITT / EOI correspondence, pre-qualification packs, and accredited-principal site visits. The office is staffed Sunday – Thursday, 0830 – 1730 GST. Out-of-hours enquiries are acknowledged within one working day.
Address all correspondence to the Director · Tenders, marked Capability Reference DOC-2026-AM-MGM-0142. Encrypted submission is available on application; PGP key fingerprint published on the firm's domain. We do not work through unsolicited intermediaries.
For accredited journalists, please address the Office of the Chief Engineer directly · OCE/PRESS/26-04.