Egypt-oman engineering partnerships: Dr. eng. mohamed abdelghany calls for deeper collaboration
Turning investment opportunities into projects requires more than capital. It also requires engineering teams that can translate an owner’s ambitions into coordinated designs, clear delivery responsibilities and informed decisions throughout development. At the second edition of the “Oman–Egypt: Land of Opportunities” conference in Cairo, Dr. Eng. Mohamed Abdelghany, President of the Egyptian Engineers Syndicate and Chairman and CEO of ECB — Engineering Consulting Bureau, highlighted the opportunity to deepen professional cooperation between the two countries. The conference was held under the theme “Integration, Not Competition.” In his remarks, Dr. Eng. Abdelghany called for broader investment, productive and professional partnerships, highlighting engineering consultancy, real estate development and project delivery as areas where Egyptian and Omani organisations could combine their capabilities.Moving from economic ties to professional partnerships
Dr. Eng. Abdelghany framed the discussion around a question: does the scale of cooperation between Egypt and Oman reflect the resources and opportunities available to both countries? The economic relationship provides a foundation. Egypt’s General Authority for Investment and Free Zones reported bilateral trade of approximately US$858 million in 2024. In a statement published in November 2025, the authority also reported US$52 million in Omani investment in Egypt through 112 companies with Omani participation. His address argued that the next stage should build on this foundation through deeper cooperation between institutions, businesses and professional practices. For the engineering sector, that means creating working relationships capable of supporting projects in Egypt, Oman and potentially other markets.A Partnership Built on complementary expertise
A key point in the address was that cooperation should involve a reciprocal exchange of knowledge and capabilities. Dr. Eng. Abdelghany emphasised the importance of learning from Oman’s experience while drawing on Egyptian engineering expertise developed across infrastructure, housing, new cities, energy, industry and utilities. In a translated excerpt from his remarks, he said: “We aspire to an equal partnership in which we exchange expertise and capabilities, learn about the Omani experience, and benefit from the strengths of both sides.” This approach places joint capability at the center of the relationship. A cross-border consultancy arrangement can bring together technical specialisms, familiarity with the project’s local context and an understanding of the owner’s commercial objectives. Its value depends on how those capabilities are organized around the specific assignment.knowledge exchange and professional development
Speaking in his capacity as President of the Egyptian Engineers Syndicate, Dr. Eng. Abdelghany expressed readiness to strengthen cooperation with Omani engineering institutions and expand opportunities for engineers and consultancy practices in both countries. He identified knowledge exchange, training, qualification and capacity building as potential areas for cooperation. These activities offer a practical basis for developing shared working methods and a better understanding of each market’s professional environment. The wider policy context also supports the relevance of this discussion. Oman Vision 2040 identifies economic diversification, national capabilities, and the private sector, investment and international cooperation among its priorities. This provides context for exploring professional partnerships; each project opportunity would still require its own technical, commercial and regulatory assessment.what meaningful cooperation require
For developers and project owners considering Egypt–Oman engineering partnerships, the address raises a practical question: how should a potential collaboration be organised around a real project? Three issues deserve early attention:A defined brief and scope: Establish the development objectives, required services and deliverables. Design, project management, construction supervision and construction execution carry different responsibilities and should be assigned explicitly.
Clear coordination and decision-making: Agree who coordinates technical inputs, who approves changes and how information reaches the owner. For example, a change to a development’s intended use may require coordinated reviews of layouts, building systems, cost and programme before it is approved.
Knowledge transfer linked to delivery needs: Connect training and professional exchange to the methods the team will actually use, such as design reviews, progress reporting and document control.
The appropriate arrangement will depend on the project stage, procurement approach and appointed scope. Defining these interfaces early gives the owner a clearer basis for assessing what each prospective partner will contribute.
