
UAE's AMEA Power to develop 1,500MWh BESS projects in Egypt
The UAE-headquartered renewable energy company AMEA Power announced on Tuesday that it has signed Capacity Purchase Agreements (CPAs) with the Egyptian government to develop the first standalone Battery Energy Storage System (BESS) stations in the country.
The agreements inked with the Egyptian Electricity Transmission Company (EETC) cover two BESS stations with a combined capacity of 1,500MWh (Megawatt-hour), the company said in a press statement.
These include a 500MWh BESS project in Zafarana and a 1,000MWh BESS project in Benban, the statement said.
Financial details and construction timelines weren't disclosed.
Hussain Al Nowais, Chairman of AMEA Power, said the advanced battery storage solutions will not only strengthen the country's energy infrastructure but also pave the way for a more resilient and decarbonised power sector.
AMEA Power is a major investor in Egypt's renewable energy sector, investing over $3 billion in solar, wind, and battery storage projects. The company's total capacity in the country now stands at 2,500 megawatts (MW) of wind and solar power, complemented by 2,400 MWh of BESS.
In September 2024, the company was awarded a 1,000MW solar PV project with a 600MWh BESS station and a 300MWh BESS station as an extension of the existing 500MW Abydos solar PV plant, both in Egypt.
In January 2025, AMEA Power won a competitive tender for two BESS projects in South Africa.
(Editing by Anoop Menon) (anoop.menon@lseg.com)
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Gulf Today
3 hours ago
- Gulf Today
India's GCC to surpass 300m sqft office leasing in 3-4 years
India is the most mature market for Global Capability Centres (GCCs), with 44 per cent of GCCs transitioning to take on end-to-end portfolio ownership, drive innovation and peer collaboration with global roles. Initially set up to save costs and help organisations with their business functions, Global Capability Centres (GCCs) have significantly made their presence felt in India. Today, the country is home to over 1,950 such centres established by top multinational corporations, to serve the global and regional market with more efficiency, according to JLL survey. According to the JLL survey, there are 245+ million sq ft Grade A stock occupied by GCCs in the top 7 cities, ~75 per cent combined share of manufacturing, IT/ITeS & BFSI. 71 per cent of all GCC demand since 2018 has been from US-headquartered firms. 40 per cent of overall office leasing activity accounted for by GCCs between 2018-2024. Global Capability Centres are set to surpass 300 million sqft in the next 3-4 years, driven by new entries and expansions. 100+ GCCs entered India in the last two years alone. 28 million sq ft of leasing by GCCs in 2024 has been reported, highest ever in a year. The 3/4th share of Bengaluru, Hyderabad and Chennai in space leased by Global Capability Centres in last two years. 75 per cent combined share of manufacturing, IT/ITeS & BFSI 71 per cent of all GCC demand since 2018 from US-headquartered firms. India is home to the largest number of GCCs globally (over 1,950). This is significantly more than other popular destinations like the Philippines, Poland or China. India has developed strong capabilities in digital technologies and their adoption. High impact areas like AI, blockchain, data analytics, cloud computing and cyber security are at the core of GCC operations in India. India's technology industry expanded its 58-lakh strong workforce by 1.2 lakhs in 2024-25, with Global Capability Centres accounting for over 1 lakh of these roles. The rise of new-age technologies will result in more digital-savvy professionals as the tech sector grows on to become $300 billion industry in FY 2025-26. These centres help centralise and standardise certain functions of the parent organisation. They provide several services, like finance, HR, IT, and procurement, at one place, thereby improving efficiency and lowering costs. Focused on research and development, these centres are innovation hubs for new products, technologies, and processes. Normally, R&D centres are oriented towards a particular field where the parent organisation has shown high levels of expertise and specialisation. These centres are meant to help organisations remotely share information. They are responsible for collating and disseminating knowledge within the organisation and across geographies. Focused on creating a hub for ideas, innovation centres foster innovation and creativity with opportunities for collaboration. These centres are where companies can develop new ideas, conduct research, and build prototypes. They offer a range of services to assist customers in any way possible. They are usually responsible for managing customer inquiries, complaints, and feedback. There are several Indian cities that are considered ideal for a GCC due to their strong infrastructure, skilled workforce, and favourable business environment. For example: Bengaluru, Chennai, Delhi-NCR, Hyderabad, Mumbai and Pune. Based on the type of GCC companies are looking to establish, service requirements may vary. There is a need to choose services that best match the functions and operations of the centre. Some common services include legal and regulatory compliance, real estate, technology, human resources, financial support, support services and transportation and logistics. In a world driven by cutting-edge technology, it is important for global capability centres to create a truly tech-savvy office space. The innovation hub needs to keep pace with the digital age and set a standard for the future of work. The landscape of global capability centres is rapidly evolving. Today, it's not just about cost efficiency; it's about building resilient, innovative, and talent-centric hubs. My parents gifted me a residential property in Mumbai. I hold another unit besides some equity. How to minimise tax liability if I wish to sell the unit? Sunil Prabhu, Sharjah. Generally, when you sell a residential property, one option is you can reinvest the capital gain amount into another residential unit before one year from the date or sale or within two years. In case it is invest in a project undergoing construction, the period can be extended to three years. If not wished to reinvest, the capital gain upto Rs 50 lakh can be reinvested in designated bonds. As far as equity is concerned, you can invest the entire sale proceeds into a residential property. I am based in Gulf and investing in a project in Bengaluru. Is GST applicable to all types of residential projects? Please clarify. Deepak Sinha, Dubai. The impact of GST on residential property depends on the phase of construction, the location as well as the type of project. For example, GST impact will be observed more in case of new launches as compared to near completion projects. Similarly, projects in suburban areas will be more impacted when compared to city-centre projects.


Gulf Business
4 hours ago
- Gulf Business
Ethara's Danny Klima on project management and its role in global sporting events
Image: Gareth Harford / Motorsport Images Photographer) courtesy E1/ For illustrative purposes In the high-stakes world of international events, delivering flawless execution while juggling complex logistics, tight timelines, and diverse stakeholders is no small feat. Danny Klima, venue portfolio director at Ethara, shares how project management principles are at the heart of the success of iconic events like the Formula 1 Etihad Airways Abu Dhabi Grand Prix last year. With over two decades of global experience and 18 years in the UAE, Klima reflects on how certifications from the Project Management Institute ( Danny Klima/ Image: Supplied How has your project management training supported the successful delivery of the Abu Dhabi Grand Prix? Live events have their own set of inherent uncertainties and risks involved with anything from weather conditions, logistical issues and last-minute changes impacting deliverables.. We need to be agile and quick to adapt and turn things around whatever the disruptions as the event has to go live. My Project Management Professional (PMP) and Program Management Professional (PgMP) certifications gave me the tools to lead cross-functional teams with a leadership style that balances decisiveness and collaboration. These qualifications also helped me foster synergy across technical teams and international stakeholders while embedding a culture of accountability. In the end, the outcome is the most crucial part of it all, and if we are able to navigate the challenges and have a process-driven approach while remaining quick on our feet to counter unexpected challenges on the way, we have a win-win situation in hand. Sustainability is another key focus. I used my training to embed sustainability within every phase of the project — from work breakdown structures and programme architecture to delivery and post-event evaluation. This structured approach helped us integrate innovations like renewable energy and waste-reduction strategies into the planning and execution process. What are some of the key sustainability initiatives at the Grand Prix? Sustainability is a fundamental part of our event blueprint. The Grand Prix operations teams are quite process-driven to ensure efficiency and they are already dialed into sustainability. Our sustainability initiatives, be it around advanced technology to reduce our energy consumption — all of our track lights are LED so it reduced our electricity demands — or our renewable project, where we commissioned a one-megawatt solar car park, are really a fundamental part of the business. F1 has a sustainability steering committee that ensures sustainability is embedded into department objectives. For a massive event like this where we have 70,000 spectators coming to an event for a 10-hour day, the impact can be huge. We focus on plastic and waste, wellbeing, energy use, fan travel, how fans get to the venue, how the event impacts the local community, and, of course, carbon. And we think about air quality. We think about noise. We think about groundwater pollution. We initiated a shift to e-tickets as part of our waste management agenda a few years ago. We didn't have to produce the plastic cards, or the lanyards. We didn't need planes and trains and buses to ship the tickets all around the world. So we eliminated all of that waste and logistics from the event, which we're really proud of. We're an old venue. Yas Marina Circuit has been operating since 2009, so we have a lot of old technology. Converting everything to LED lighting has definitely helped. Even simple solutions like having water diffusers on the bottom of taps has helped to reduce wastage especially when we have 70,000 people using the venue. We work with suppliers with sustainability strategies, who have frameworks and net-zero ambitions, and help us deliver our objectives as well. As for how we measure the success of our sustainability drive, we have a robust customer feedback survey which enables us to work around our limitations and scale up our success. We also ensure we are up to date with our certifications which showcases our adherence to sustainable measures. We also get scored by Formula 1 for our sustainability plan around plastic and waste, well-being and nature, energy, fan travel, local community and carbon. Formula 1 sets some stringent guidelines and their feedback mechanism through scoring and awards enable us to ensure we are on the right path. Looking back at the 2024 Formula 1 Etihad Airways Abu Dhabi Grand Prix — what was a key learning from this edition? The 2024 edition marked the culmination of a high-stakes season, and delivering such a multifaceted event reinforced the importance of stakeholder alignment and agile planning. Whether coordinating race-day operations or managing back-to-back headline concerts, the key learning was the need for real-time responsiveness grounded in a robust project framework. These insights will help us elevate future editions even further. How has technology — especially AI and data analytics — changed how you plan and execute events? Adaptability is key to success in this field. Data analytics has helped us optimise resource allocation, forecast demand, and reduce waste. For Formula 1, we often need to know attendee needs before they do — and AI is helping us do just that. Emerging tools are improving our ability to anticipate issues and personalise experiences, and I'm excited about the continued role of AI in shaping how events evolve in the coming years. You've lived in the UAE for nearly two decades. How has the local culture influenced your approach to event management? The UAE's emphasis on hospitality and inclusivity aligns beautifully with our goals in event delivery. Working in Abu Dhabi has taught me the value of adaptability and cultural sensitivity. The local tradition of blending innovation with heritage has helped shape my approach — whether it's integrating advanced technology or meeting global standards while honouring local customs. What does the future look like for Abu Dhabi as a global events destination? Abu Dhabi's transformation into a holistic world-class leisure and lifestyle destination is purely a byproduct of the leadership's ambitious vision backed by heavy investment into innovation that marries technology with sustainability. There are of course challenges with regards to climate and logistics and navigating permits, regulations and legal requirements. But at the end of the day, the steadfast vision to offer a memorable experience for all visitors backed by best-in-class practices and world-class infrastructure along with a robust investment into skilled workforce has ensured the emirate has been able to attract a diverse range of footfall. There is huge potential here for the global events industry and what makes the venue truly unique is the adherence to local culture while not compromising on offering the very best of services to guests. An international event like the Formula 1 Grand Prix draws its own unique crowd – from spectators to vendors to the real heroes on track. The emirate has proved over the years that it can host world class events where technology, innovation and creativity come together intricately to offer a truly memorable experience for all involved. And the cred


Al Etihad
4 hours ago
- Al Etihad
FNC discusses cooperation with Brazilian, Belarusian parliaments
7 June 2025 14:10 BRASÍLIA (WAM)Dr. Ali Rashid Al Nuaimi, Chairman of the Committee on Defence, Interior, and Foreign Affairs in the UAE Federal National Council (FNC), met with Senator Davi Alcolumbre, President of the Senate of the Federative Republic of Brazil, on the sidelines of the 11th BRICS Parliamentary Forum held at the National Congress in Brasí meeting was attended by Sara Falaknaz, FNC member, and Saleh Ahmed Al Suwaidi, UAE Ambassador to Alcolumbre praised the active participation of the UAE parliamentary delegation in the forum, and stressed the importance of strengthening parliamentary ties, which serve as a vital channel for broadening avenues of expressed appreciation for the UAE's role in promoting transparency and advancing economic development at both regional and international Al Nuaimi affirmed the depth of bilateral relations between the UAE and Brazil, noting the UAE considers Brazil a strategic partner across various sectors. He emphasised the importance of enhancing bilateral cooperation in development projects that benefit both countries and their two sides explored ways to deepen bilateral cooperation, highlighting promising opportunities in key sectors such as advanced technology, energy and economic investment, all contributing to broader and more sustainable strategic the meeting, Dr. Al Nuaimi delivered an official letter from Saqr Ghobash, Speaker of the Federal National Council, addressed to the President of the Brazilian Senate, extending a formal invitation to visit the a separate meeting, Dr. Al Nuaimi also held talks with Sergei Rachkov, Chairman of the Standing Commission for Foreign Affairs and National Security of the Council of the Republic of the National Assembly of the Republic of parties affirmed the strength of UAE-Belarus relations and stressed the importance of enhancing parliamentary cooperation, maintaining ongoing dialogue and coordination on matters of mutual interest to strengthen shared strategic objectives and mutual the meeting, attended by FNC member Sara Falkanaz, Dr. Al Nuaimi highlighted the rapid growth of UAE-Belarus relations, noting the significant opportunities for further collaboration across sectors, and stressing that current global challenges require the establishment of effective partnerships and the adoption of flexible and innovative models for international cooperation.