Abu Dhabi real estate: Modon launches 475-home residential tower on Reem Island
Situated close to Abu Dhabi Global Market (ADGM), Muheira features two residential towers, boasting a collection of 475 one- to three-bedroom apartments.
The homes will offer residents convenient access to Reem Island's outdoor recreational areas, sports amenities, modern healthcare facilities, top-tier educational institutions, and a range of retail outlets.
Muheira in Abu Dhabi
Bill O'Regan, Group CEO at Modon Holding, said: 'The launch of Muheira is aligned with our vision to develop vibrant, future-ready communities that embody the highest standards of living. We are committed to adding sustainable value, creating destinations that enhance residents' overall well-being and lifestyle.'
Ibrahim Al Maghribi, CEO of Modon Real Estate, said: 'Muheira is a central part of our strategy to cultivate exceptional urban communities that meet the evolving expectations of both residents and investors.
'Through meticulous planning and contemporary design, we have curated a living experience that reflects next-generation architecture and a full suite of modern lifestyle facilities.'
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Zawya
21 minutes ago
- Zawya
For Syria, Qatar's $7bln power plan hinges on fixing its grid
DAMASCUS - Qatar has pledged to help war-torn Syria rebuild, but its $7 billion plans for new power plants will mean little unless Damascus can stop armed gangs from looting power cables faster than the cash-strapped government can fix them. The deal announced last week by an international consortium led by Qatar's UCC Holdings promises to massively expand Syria's generation capacity. It marks Syria's biggest foreign investment announcement since President Donald Trump unexpectedly announced the lifting of U.S. sanctions on Damascus last month. For the Islamists who toppled Bashar al-Assad in December, it is a vital step towards getting Syria's infrastructure back on its feet, as they seek to revive the economy and offer hope to a population exhausted by 14 years of conflict. But for Syrians to feel the benefit, the government must first fix the transmission grid. Years of neglect have left the sprawling network of transformer stations and towers stripped as looters continue to steal cables and other components. Two-thirds of the grid is either completely destroyed or in need of major repair, with a repair bill the Energy Ministry currently puts at $5.5 billion, money the state does not have, meaning private investment or other donors must be found. Energy Minister Mohammed al-Bashir told Reuters the Qatari-led projects - four combined-cycle gas turbine power plants plus a solar plant - would need three years to be fully operational. "During that time, we may complete the grid rehabilitation," he told Reuters. Before 2011, the grid reached 99% of Syrians. Today, it generates less than a fifth of its pre-war output, much of which is stolen. In addition to stealing cables and other components, people are also siphoning off power. That means Syrians get only a few hours of power each day from the grid - even in Damascus, where the air can reek of fumes created by makeshift generators. With electricity so limited, Syrians shape their daily routines around the power schedule, often waking up early to do laundry when electricity is available, for example, then returning to bed. Without reliable power, refrigerating food is another problem, forcing families to buy and cook just enough fresh food for the day. The problem is a leading one for new interim President Ahmed al-Sharaa as he seeks to revive the economy. Choked by sanctions until last month, his government has struggled to establish its grip, with armed groups spread throughout Syria. In the chaos following the fall of Assad, looters have felled transmission towers across the country, stealing cables in order to sell copper and aluminium on the black market. Near Syria's biggest power plant - Deir Ali, south of Damascus - severed cables dangle from now disconnected transmission towers. "Our teams work in one place and the looting is somewhere else," Khaled Abu Di, head of Syria's Public Establishment for Transmission and Distribution of Electricity, told Reuters. Over 80 kilometres (50 miles) of cables in southern Syria have been looted since Assad's fall, he said, noting looting in eastern Syria had thwarted efforts to restore a key transmission line. Security forces were now helping to secure the line, he said. "But we are talking about 280 kilometres (170 miles) of line, we can't hire security along this long line". Ahmad Alakhras, who is leading grid restoration efforts in the south, said his teams often witness looting but are powerless to intervene as the thieves are usually armed. "Our warehouses are almost empty. Between the cities of Sweida and Deraa, 130 tons of high-voltage aluminium conductors were stolen in the past months," he told Reuters. MISSING INGREDIENTS Syria is of course only just taking its first steps in recovering from war, and therefore remains a high-risk destination for investors, lacking key ingredients such as a stable currency, a functional banking sector, and security, said Ghiath Bilal, an expert on the country's power sector. Insecurity and a lack of territorial control are hindering government attempts to patch up the grid, he said. Energy Minister al-Bashir said the government is banking on the private sector taking a leading role in fixing the grid, with companies potentially partnering with the state as contractors. Under such deals, they would be able to sell energy to consumers, recouping their investments. Since Trump announced that sanctions would be lifted, Chinese, U.S., Qatari and Turkish firms have all shown interest in potential investments in the grid, said Energy Ministry spokesperson Ahmad Suleiman. Government plans foresee private investors renting transformer stations and high-voltage transmission lines until they redeem their investments, he said. A major challenge for investors is that Syria's power has long been heavily subsidised, with consumers under Assad's rule paying a fraction of the real cost. With 90% of Syrians below the poverty line, any removal of subsidies would be gradual, said Samer Dahy, an electricity sector researcher for the Lebanese Institute for Market Studies. Yet some investors see scope for undercutting the price of current makeshift substitutes, such as private generators. Syrian businessman Diaa Qaddour, who is planning a $25 million investment in the grid in northern Syria, expects to offer prices well below levels currently paid by consumers relying on such substitutes. Through his Turkey-licensed company, STH Holding, Qaddour said his initial plan is to electrify up to 150,000 homes in rural Aleppo, drawing on power from neighbouring Turkey. He is bullish despite the challenges, citing experience of operating in the north, where Turkey long held sway as a major backer of the opposition to Assad. "The best thing we have going for us is that we've been present on the ground for five years," he said. (Reporting by Riham Alkousaa; Editing by Tom Perry)
Khaleej Times
28 minutes ago
- Khaleej Times
UAE: Some doctors see spike in food poisoning cases amid rising temperatures
Some medical facilities have seen a spike in cases of food poisoning as temperatures have soared in the UAE. Doctors say this is a seasonal trend and warned residents to be more careful with their handling of food during the summer months. 'During the peak summer months, we do tend to see a noticeable uptick in cases of foodborne illnesses,' said Dr Unni Rajasekaran Nair, Consultant Internal Medicine, Medcare Royal Speciality Hospital. 'In our outpatient department and emergency units, there's often a seasonal spike in complaints of nausea, vomiting, diarrhoea, and abdominal cramps that can be traced back to food contamination.' His comments were supported by Dr Salma Khanam Patan, Internal Medicine Specialist from NMC Medical Centre, Buhairah Corniche, Sharjah. 'We observe an increase in food poisoning cases every summer as temperatures begin to rise,' she said. 'This is a recurring seasonal trend.' In May, UAE t emperatures soared to 51.6°C, marking one of the highest temperatures recorded so far this season, signalling an early start to the intense summer heat that typically hits the country in the coming months. The country also saw the hottest April in over a decade. Astronomically, summer doesn't begin until June 21. Precautions With these soaring temperatures, experts are warning residents to be more careful in handling food. Dr Rohith said that high ambient temperatures create a conducive environment for bacteria like Salmonella, E. coli, and Listeria to multiply rapidly, especially when food is not stored or handled properly. Dr Jamaludeen Abubacker, paediatrician at Metro Medical Centre in Ajma, said he had also seen an increase in the number of food poisoning cases among children in recent times. He cautioned parents to be careful in handling food at home. 'Temperatures between 4°C and 60°C is optimal for bacterial multiplications,' he said. 'If food leftover at this temperature is consumed, chances of food poisoning is high.' Dr Salma added that everyone should take precautions when cooking at home. 'They must wash hands thoroughly before cooking and after handling raw meat or poultry,' she said. 'It is also important to refrigerate leftovers promptly and not leave food at room temperature for more than two hours.' Careful with packed lunches According to Bobby Krishna, Dubai-based food safety expert, care should be taken during all stages of food preparation including shopping and packing. 'Perishables must be consumed within one hour if they are not kept cold,' he said. 'So, when shopping, pick items like meats, dairy and salads last from the store to reduce time out of refrigeration. After shopping, go straight home and refrigerate or freeze items immediately.' He also advised to take care when transporting food. 'When taking perishables home or packing lunch to work, use insulated bags or ice packs,' he said. 'Items like salads, sandwiches, juices, milk, and cooked foods should be transported cold.' He also cautioned people against overfilling their fridge. 'This makes the fridge less efficient and cold air can't circulate properly,' he said. 'This means, food cools down slower, potentially spending longer in that danger zone when you first put it away.' However, he added that in a place like the UAE, such food safety precautions must be taken all year around. 'Winter temperatures can also reach 30°C at times in the UAE,' he said. 'So, residents should practice safe food handling techniques even during winter. However, they must ramp it up during the extreme heat of UAE summers.'
Khaleej Times
28 minutes ago
- Khaleej Times
Not just remote: A unique take on the future of work
In the aftermath of the global pandemic, as organisations around the world still grapple with the 'return to office' debate, the UAE is methodically crafting a hybrid work model that breaks away from traditional norms. Rather than conforming to a rigid divide between remote and in-office work, the country's approach emphasises flexibility, adaptability, and seamless technological integration. While hybrid work models have gained traction across various sectors in the UAE, the telecommunications industry offers a particularly compelling lens through which to examine this evolving culture. Companies like e& and du are navigating the shift with approaches that reflect both technological capability and an understanding of changing workforce dynamics. While talking to BTR, their strategies highlight how hybrid work is being operationalised within a sector that sits at the crossroads of connectivity, innovation, and national development. Beyond flexibility and productivity, hybrid working models offer tangible environmental and social benefits. Fewer commutes mean reduced carbon emissions, helping cities move closer to sustainability goals. Office footprints can shrink, leading to lower energy consumption and more efficient use of resources. For employees, the model supports better work-life balance and mental wellbeing, while for employers, it fosters a more resilient and inclusive workforce. As the UAE advances its sustainability agenda, hybrid work stands out as both an economic and ecological win. It isn't just about toggling between home and office. It's about intentional flexibility. Across sectors, we're witnessing a shift from rigid schedules to fluid routines designed to balance productivity, wellbeing, and collaboration. This approach is uniquely local, shaped by the UAE's ambitious digital agenda, its multicultural workforce, and a deep cultural emphasis on community. It's not just hybrid; it's holistic. e&: Designing with Purpose, Leading with Empathy At e&, the hybrid work model is neither accidental nor reactive. According to Ali Al Mansoori, Group Chief People Officer, this new way of working is 'an intentional design shaped not just by what we learned during the pandemic, but by a deeper commitment to our people, our planet, and our purpose.' Since the launch of our One& Culture, we've been rethinking how we support our people at every life stage, whether it's through more flexible and inclusive parental policies, enhanced education support for children of determination, or meaningful updates to our leave policies,' he said. 'This isn't a temporary arrangement,' Al Mansoori stresses. 'It's a thoughtfully crafted approach that supports flexibility while keeping us connected and collaborative.' e&'s hybrid structure thrives not only because of its policies, but also because of the powerful infrastructure behind it. One standout is its adoption of Oracle Cloud Infrastructure - Dedicated Region (OCI-DR). As the first in the UAE to launch Oracle Fusion Human Capital Management on DRCC, e& has digitised and personalised the employee experience at scale. The result? A culture where flexibility is not the enemy of performance, but a facilitator of it. Du: Hybrid by Design, Flexible by Necessity While e&'s model is engineered with long-term intent, du blends intentionality with adaptability. For Fatema Al Afeefi, Chief People & Impact (Acting), the company's approach is shaped both by post-COVID realities and a forward-looking vision. 'Du's hybrid work model appears to be both an intentional design and a flexible adaptation,' she explains. 'It leverages the UAE's emerging hybrid work culture, characterised by informal routines shaped by trust and results,' she explains. The company leverages the UAE's emerging hybrid work culture, characterised by informal and adaptive routines shaped by trust and results. du's efforts are aligned with fostering employee productivity and engagement while embracing the broader vision of workplace modernisation.' Central to this balance is du's modern headquarters at Dubai Hills, designed to foster innovation and collaboration. But even beyond the physical space, du's true strength lies in its investment in people. Whether through the Harvard Manager Mentor Program, Huawei-certified training, or its Future X and Digital Talent initiatives, du focuses heavily on equipping employees with future-ready skills. The company's Digital Talent Program has also created pathways for employees to align their personal growth with market needs, cementing du's place as a cornerstone of the UAE's digital economy vision. Empowering with Tech, Leading with Culture If there's one clear takeaway from both companies, it's this: hybrid work doesn't work without a powerful combination of technology and trust. At e&, this synergy is embodied in their GenAI-powered 'e& Assistant', a tool embedded into Microsoft Teams that helps employees navigate systems, complete tasks, and find information; all without adding complexity to their workflows. Combined with an internal AI Academy and a robust AI Graduate Programme, e& is actively preparing its workforce for a smarter, tech-enabled future. And this future is deeply inclusive. 'In 2024, 62% of e&'s AI graduate hires were women, with a growing number of Emirati participants. This isn't just a productivity enabler,' says Al Mansoori. 'It's a reflection of our values, gender diversity, youth development, and national progress.' Du mirrors this commitment to engagement and equity. Their Engagement Ambassadors, recognition programs, and transparent feedback loops, measured through Microsoft Viva Glint, help maintain cohesion across remote and office setups. In fact, du's engagement scores place it among the top 10% of companies worldwide, and in the top 25% within the global tech sector. What's emerging in the UAE isn't a copy-paste of Silicon Valley or European remote trends. It's something original: a hybrid work culture informed by regional values, empowered by world-class infrastructure, and led by companies that believe in purposeful growth. This model understands that hybrid isn't about where work happens, but how and why it happens. It blends flexibility with accountability, autonomy with alignment, and innovation with empathy. In a world of extremes where some companies enforce strict office returns and others go fully remote, the UAE is navigating a third path i.e. quietly, confidently and successfully. From Policy to Practice Of course, hybrid work comes with its own set of challenges. Scaling flexible routines across departments, ensuring cultural alignment, and maintaining equity across different work modes are complex tasks. But both e& and du are showing that it can be done with clarity, investment, and empathy. For policymakers and business leaders, the UAE's approach offers valuable lessons. It shows that the hybrid model isn't a tech issue or an HR trend; it's a human story. One about rethinking trust, autonomy, and purpose in the workplace. As governments around the world debate the future of work, the UAE has quietly built one. And perhaps, it's time the rest of the world started paying attention. As the nature of work continues to evolve, the UAE is quietly shaping a version of hybrid work that reflects its unique social, technological, and corporate landscape. In the telecommunications sector, where agility and innovation are critical, companies like e& and du are not just adapting, they are actively redefining how and where work gets done. Their experiences illustrate that hybrid models, when grounded in trust, flexibility, and purposeful technology, can be both scalable and sustainable. As other industries look to refine their own approaches, the telecom sector's journey offers valuable lessons on building resilient, future-ready workplaces in a region undergoing rapid transformation. Quick Take – Key Hybrid Work Enablers Human-centered Design: Both e& and du prioritise employee wellbeing, flexibility, and life-stage-specific policies. Advanced Infrastructure: E& leverages Oracle Cloud Infrastructure and GenAI tools, while du uses sustainable workspaces like Dubai Hills HQ. Future-ready Learning: From AI Academies to Harvard Manager Mentor courses, continuous learning is central to hybrid success. Trust and Transparency: Engagement surveys, leadership town halls, and open feedback systems underpin workplace cohesion. Inclusion and Diversity: With initiatives promoting Emirati talent and women in tech, hybrid work is being used to narrow — not widen — equity gaps.
