LWK + Partners unveils $3.2bln Saudi cybersecurity district in Riyadh
Designed by LWK + Partners' global studios in collaboration with govermental and semi-governmental entities Pulse Wadi is being developed at an investment of SAR12.1 billion ($3.2 billion).
Strategically positioned on the outskirts of Riyadh, the project represents a bold vision for the future, aligning with Saudi Arabia's Vision 2030 and setting a new benchmark in sustainable urban development. It leverages its proximity to national infrastructure networks and offering a distinctive, future-ready environment.
LWK + Partners are the lead design consultants, master planners, urban designers, design architects and landscape architects for the project, thus underscoring the firm's dedication to delivering groundbreaking solutions that push the boundaries of design excellence.
Anchored by a state-of-the-art government complex, the district, which boasts a gross floor area (GFA) of 1.14 million sqm, will house two iconic headquarters, several cultural institutions, and a dynamic cyber-research community - positioning it as Saudi Arabia's very own Silicon Valley.
Inspired by the startling beauty of Wadi Hanifa, the masterplan introduces a striking green spine that runs through the development, creating an ecological framework where at least 60% of the area is dedicated to green spaces and xeriscape, said the HK-based architecture and design practice.
This naturalistic and contextual approach establishes a thriving, sustainable urban ecosystem that fosters a balance between nature and innovation that seeks to sets a benchmark for new urban typologies, it added.
Pulse Wadi exemplifies intelligent and grounded sustainable design with the integration of urban metabolic initiatives and the latest intelligent city technologies emerging in the Middle East inspired from across the globe.
Kourosh Salehi, Global Design Principal at LWK + Partners, said: "Pulse Wadi is not just a project; it's a bold statement of Saudi Arabia's commitment to innovation and sustainability."
"This development is a unique opportunity to redefine the urban fabric by integrating technology and culture, ensuring a legacy for future generations," he added.
The transportation strategy emphasises green mobility, featuring electric vehicles, autonomous taxis, and dedicated cycling, running and walking networks, while sophisticated shading strategies enhance streets and plazas encouraging pedestrian interaction and community engagement.
LWK + Partners pointed out that at the heart of the district lies the central wadi plaza - an inclusive events space designed as a cultural and democratic symbol for the people of Riyadh, honouring the rich Najdi heritage, while unifying all access points and the various tiers of commercial, recrational, retail and F&B functions - truly the heart of the development.
The main complex, with its iconic stepped roof inspired by Salmani design principles, blends tradition with innovation, offering deep overhangs for natural shading and advanced ventilation systems to ensure comfort and efficiency, it added. -TradeArabia News Service
Hashtags

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


Arabian Business
15 minutes ago
- Arabian Business
UAE real estate: Abu Dhabi to add over 11,900 new homes by end of 2025 amid rising housing demand
Abu Dhabi will add 11,900 new homes to its residential real estate inventory by the end of 2025, but population growth and increased investor interest could mean that demand for housing outpaces supply, according to real estate advisory and property consultant Cavendish Maxwell. The UAE capital delivered 600 new residential properties in Q1 this year, meaning a total of 12,500 new homes will come to the market by the end of 2025. Another 7,000 are in the pipeline for Abu Dhabi in 2026, Cavendish Maxwell said. Strong demand boosts Abu Dhabi property prices Cavendish Maxwell's report on the Abu Dhabi residential real estate sector shows that in Q1 2025, sales values reached AED 3.7 billion across 1,300 transactions. Buyers paid an average AED 2.5 million per property – the highest quarterly value since Q1 2022. Apartment prices were up 12.3 per cent on last year, and 4 per cent quarter-on-quarter, whilst villas were 12.5 per cent and 2.4 per cent respectively. Ready property transactions increased year-on-year and are most in demand, accounting for 900 transactions worth a total AED 2.3 billion. Mortgage values hit AED 1.7 billion across 800 loans. Whilst ready property volumes and values were up compared to the same period last year, they were down quarter-on-quarter, potentially reflecting reduced activity post-festive season and less trading during Ramadan and Eid. Andrew Laver, Cavendish Maxwell Associate Director – Abu Dhabi, said: 'The UAE capital is seeing a notable shift towards the secondary residential market, with sustained demand for ready homes and fewer off-plan project launches compared to previous quarters. The average sales transaction reached a record AED 2.5 million in Q1, with encouraging signs of broader price appreciation – a trend we expect to continue in the months ahead. Robust bank activity and strong project delivery during the early part of the year underscore the resilience and dynamism of the Abu Dhabi real estate sector.' There were 1,300 residential real estate transactions in Q1, with sales values reaching AED 3.7 billion. The majority – 900 – of these were for ready units, with off-plan properties accounting for 400 deals. Off-plan activity declined year-on-year and quarter-on-quarter, mainly because of fewer off-plan launches. Sales of ready properties increased year-on-year. The reduction in transaction volumes was mirrored by a decline in sales values. Despite the slowdown, the average ticket price on ready sales hit AED 2.5 million – the highest recorded value since Q1 2022. Apartments, villas and townhouses all saw price increases of over 12 per cent year-on-year. Quarter-on-quarter, apartment prices were up 4.1 per cent and villas/townhouses 2.4 per cent. Buyer activity continues to be driven by growing investor confidence, end-user interest, a macroeconomic environment and rental yields. In addition, initiatives from the Abu Dhabi government and developers – including payment plans, infrastructure development, long-term residency options and schemes to enhance quality of life in the capital – are stimulating real estate sales and supporting price growth. The biggest prices rise for villas was in Yas Island (15.5 per cent year-on-year, 3.5 per cent quarter-on-quarter), followed by Saadiyat Island (1.0 per cent and 2.3 per cent). Al Reef prices rose 4.4 per cent and 2.6 per cent respectively. Whilst apartment sales continue to dominate Abu Dhabi's residential sector, their market share fell year-on-year, indicating a shift towards villas and townhouses, whose market share showed both an annual and quarterly increase. Growing demand for villas and townhouses is largely from end-users, and in particular from families potentially seeking more space, a garden and place to live long-term. AED 1.7 billion worth of mortgages across 800 individual loans were secured in Q1, with transactions on villas and townhouses up almost 60 per cent year-on-year and 3.5 per cent compared to the previous quarter, reinforcing higher demand for these properties and a shift towards end-users. By contrast, there was a decline in mortgage lending for apartments.


Arabian Business
15 minutes ago
- Arabian Business
Saudi Arabia construction output hits $148bn in first half 2024, up 4.6% year-on-year
Construction activity in Saudi Arabia continues to expand, with output value across construction, transport, power, oil & gas, industrial, water and chemical sectors reaching $148 billion in the first half of 2024, representing a 4.6 per cent increase compared to the same period in 2023. The figures, released in Knight Frank's Saudi Arabia Construction Landscape Review, show construction in the Kingdom has grown year-on-year since 2020. The global property consultancy forecasts this trend will continue, with construction output projected to reach $191 billion by 2029. The development surge stems from the government's Vision 2030 strategy, which aims to position Saudi Arabia as a global hub for tourism, commerce and trade. The transformation plan targets delivery of over 1 million homes, more than 362,000 hotel keys, over 7.4 million square metres of retail space, and more than 7.7 million square metres of office space by the end of the decade. Faisal Durrani, Partner – Head of Research, MENA, said: 'Construction contracts totalling more than $215.4 billion were awarded across Saudi Arabia between 2020 and 2025, highlighting the government's incredible ambition and commitment to making the Kingdom the centre of wealth generation and trade not just in the GCC but globally. Indeed, some $1.3 trillion is planned to be invested in real estate and infrastructure projects as part of Vision 2030, highlighting the breadth and scale of what is now being delivered.' Riyadh leads Saudi Arabia's construction surge Riyadh remains the focal point of construction activity, with $135.2 billion of contracts awarded since 2020, accounting for 63 per cent of the Kingdom's total. The capital's $195 billion development plan encompasses 4.6 million square metres of office space, 2.6 million square metres of retail, more than 28,800 hotel rooms and over 340,000 homes. Transport infrastructure represents a priority area, with almost $24 million – 29 per cent of construction contracts awarded in Riyadh – allocated to transport projects. The $22.5 billion Riyadh Metro project features six lines spanning 176 kilometres with 85 stations and fully automated, driverless trains. The King Abdulaziz Public Transport Project will establish a bus rapid transport system, while more than $5 billion is being invested in major road projects to support the city's expansion. Mohamed Nabil, Regional Partner – Head of Project and Development Services, MENA, added: 'With the population of Riyadh projected to increase to 10 million by 2030, the city's transport upgrade programme is one of the largest and most innovative in the world. Although the car is still the dominant form of transport, the investments being made in Riyadh's Metro and rapid transport system show how the city is redefining the urban experience through sustainable development to create not only a liveable city, but also an attractive destination for business and tourism.' 'Although the car is still the dominant form of transport, the investments being made in Riyadh's Metro and rapid transport system show how the city is redefining the urban experience through sustainable development to create not only a liveable city, but also an attractive destination for business and tourism.' Giga projects drive construction activity across the Kingdom, according to Amar Hussain, Associate Partner – Research, Middle East. The $50 billion New Murabba project will transform 19 square kilometres of northwest Riyadh, creating 18 new neighbourhoods. In Western Saudi Arabia, a $685.5 billion real estate development plan centred on giga projects will deliver more than 382,000 homes, 330,000 hotel rooms, and office and retail space spanning upwards of 7.3 million square metres. 'These projects are designed on a scale far beyond anything else currently under construction in EMEA, and this bold vision is rapidly becoming reality, bringing benefits to Saudi residents and businesses alike,' he added.


Arabian Business
15 minutes ago
- Arabian Business
World Trade Resource CEO on bringing cultural intelligence to drive better business performance
Stephan Branch is no stranger to global boardrooms. He's led multi-billion-dollar companies, taken organisations public, and worked in over 50 countries across five continents. Now, as CEO of World Trade Resource (WTR), a global consulting firm helping multinational organisations optimise performance, he's bringing his global expertise in cultural intelligence to the UAE with a bolder message. Relationship-building isn't optional. It's the engine of performance. With a childhood shaped by exchange students in the house and professional life on five continents, Branch brings a rare blend of lived experience and executive leadership to the challenges of globalisation. At a time when the UAE is increasingly becoming a nexus for international commerce and innovation, he explains how global businesses are being encouraged to operate here. WTR is known for tracking tens of thousands of culturally relevant metrics across nations, sectors, and teams to improve workplace outcomes, leadership effectiveness, and business performance. 'We don't just look at demographics or surface behaviours,' Branch explains. 'We dig into how people view time, hierarchy, trust, and success, and how those views affect everything from negotiations to employee retention.' In the UAE, for instance, where the workforce and executive landscape is profoundly international and relational, that kind of understanding is not just useful; it's essential. 'In a place like Dubai, if you walk into a room and expect to be treated as an equal on your resume alone, without building credibility or connection, you'll be politely ignored,' Branch says. 'Hierarchy and respect matter. So does taking the time to get to know someone: about their family, their background, what drives them. That's where the real business starts.' Branch shares the example of a business leader failing, not because they lacked skills, but because they misread the cultural environment when moving from Milan to Barcelona. 'She would assume Spain would operate similarly to Northern Italy. But her entire education was Germanic in structure: transactional, linear, and results-driven. She has never allocated time to build relationships with her team. In Spain, that will be seen as dismissive,' he recalls. 'Six months down the line, she would be floundering, and her team disengaged.' The WTR CEO gives another instance wherein an executive from Paris might fail after relocating to Montreal. He shares: 'One would think that speaking French is enough. But Quebecois culture is more egalitarian. Titles don't carry as much weight there. You have to earn your team's buy-in personally. If the executive doesn't, it would derail their career.' Branch further explains that this is not optional. For him, labelling cultural intelligence as such undermines its value. He says, 'Cultural competency impacts mergers and acquisitions, branding, sales, leadership, team cohesion; everything that hits your bottom line.' And he's right. He's observed this himself: organisations that fail to adapt their leadership and internal culture across regions see dips in performance, morale, and even market share. And that's especially dangerous in a place like the UAE, where reputation and relationship precede results. 'You won't get traction here with a US or German-style transactional mindset. You must adapt your leadership and build relational capital. That's how deals get done,' Branch states. As more companies build globally distributed teams, Branch sees an urgent need for internal alignment. He says, 'I've seen different teams in different countries. Each one interprets time, status, hierarchy, and trust differently. No one trains leaders for that. You won't get results unless you create a unifying, inclusive internal culture that still respects regional nuances.' Through WTR's team profiling and Branch's decades of expertise, companies are able to assess how cultural expectations play out inside their teams, not just between countries but between individuals. 'Cultural norms aren't static. You might have a Brazilian on your team raised in South Africa with a German business education. That's a unique combination. We train leaders to lead that person, not a stereotype,' he says. Branch further points to 'status attainment' as a cultural difference. 'In the US or Scandinavia, success is defined by position and achievement. But in the Middle East or Latin cultures, it's balanced with community, legacy, and family. Leaders will need to tap into that to truly connect without rushing the process and losing credibility as well as the deal,' he shares. Stephan Branch isn't asking companies to slow down. He's showing them how to go faster by getting smarter. 'This is about achieving optimum performance,' he says. 'If you're not embedding cultural intelligence into how you lead, manage, and grow globally, you're leaving money, talent, and opportunity on the table.' As UAE-based firms continue to expand across borders and as foreign companies seek to grow within the Gulf, he has one message: 'You can't lead globally until you learn how to connect locally.'