Cairo, Egypt – 15 October 2026: Midyan Developments, Egypt’s first versatile real estate developer operating under the built-to-own model, has unveiled its 2027-2030 growth strategy, marking the next phase of the group’s expansion, building on its existing K-12 education, university education and healthcare portfolio. The strategy focuses on entering new asset classes and geographic locations, with a target of adding one asset to MIDYAN’s operating portfolio each year.
MIDYAN’s strategy aligns with Egypt’s priorities in education and healthcare, both of which are essential to developing human capital, improving quality of life and supporting sustainable development. Through its investments in K-12 education, university education and healthcare, the group seeks to help develop the infrastructure needed to deliver these services and expand the capacity of educational and healthcare institutions through long-term investment and partnerships with specialized operators.
The strategy also aligns with the goals of Egypt Vision 2030 and the government’s efforts to increase private sector participation in development and direct investment towards sectors that have a direct impact on people’s lives. This includes improving education and healthcare services, developing skills and capabilities, and strengthening institutions’ ability to meet society’s growing needs.
Since its establishment in 2017, MIDYAN has developed a portfolio spanning K-12 education, university education and healthcare, representing more than EGP 12 billion in consolidated investment across operating assets, projects under development, and planned investments.
MIDYAN’s built-to-own model centers on developing assets for long-term ownership rather than primarily for sale or handover. The group manages the full development process, from feasibility and operator selection through design, approvals, and construction. Once operations begin, MIDYAN retains technical oversight, while specialist partners operate the assets under revenue-sharing arrangements that link returns to operating performance. The model creates long-term alignment between development quality, operational efficiency and asset value.
Ahmed Lotfy Soliman, Chief Executive Officer of Midyan Developments Group, said: “K-12 education, university education and healthcare were natural starting points for our business, given sustained demand and the need for high-quality assets that can serve communities for decades. Today, our portfolio spans schools, a university, and a university hospital with consolidated investment exceeding EGP 12 billion.
“Our 2027-2030 strategy aligns with the Egyptian government’s priorities of developing the education and healthcare sectors, as well as expanding the private sector’s role in supporting development and building human capital. The strategy focuses on applying the group’s same approach to a broader range of assets and locations. We are focusing on opportunities supported by the level of market demand, the right operating expertise and a strong fit with our built-to-own model.
Alexandria International Academy (AIA) in Abis was MIDYAN’s first asset to enter operation. The school has been operational since 2020 and has capacity for 1,050 students. It is operated by Egypt Education Platform (EEP) under a long-term operating partnership.
MIDYAN is continuing to expand its K-12 portfolio through Alexandria British Academy (ABA) in El Seyouf, which is scheduled to welcome its first students in September 2027. The British-curriculum school will also be operated by EEP and will have capacity for up to 1,750 students.
The group is also considering an additional school covering K-12 as part of its education pipeline, with details of the signing of the final agreement expected to be announced soon.
The development of Mediterranean University in Alexandria (MUA), currently being established by LDV for Development S.A.E., a group company, extends MIDYAN’s portfolio into university education and healthcare. The private university is planned to accommodate approximately 10,775 students across six faculties, alongside a university hospital with more than 250 beds, including more than 50 intensive care beds. Together, they will bring medical education, training and clinical care into one integrated campus.
This model highlights the importance of integration between educational and healthcare institutions in developing qualified professionals, supporting practical training and building the infrastructure needed to deliver healthcare services. It also supports the broader goal of developing human capital and strengthening key sectors in Egypt.
Through its existing and planned education projects, MIDYAN aims to provide capacity for more than 14,000 students. Its existing projects, developments underway and planned projects are also expected to support more than 2,500 permanent jobs and more than 8,000 jobs during construction.
These projects demonstrate the group’s focus on investing in sectors that directly contribute to human development and a better quality of life, while supporting economic activity and creating jobs. The group’s long-term ownership model also demonstrates the role of private investment in developing sustainable assets, complementing the government’s efforts to expand private sector participation in development and encourage investment that meets society’s needs.
MIDYAN’s K–12 education, university education and healthcare portfolio provides the foundation for its next phase of diversification and growth. The group is exploring opportunities in new sectors, including logistics, with a particular focus on last-mile logistics. New investment opportunities are assessed against clear criteria, including the level of demand, the availability of experienced operating partners and the asset’s suitability for long-term ownership.
LS Investment Office, MIDYAN’s holding company, provides group-level strategic oversight, capital allocation and risk management, supporting the governance and financial discipline required by the group’s long-term ownership model.
Ihab Abo-Taleb, Chief Financial Officer of Midyan Developments Group, said: “Built-to-own requires a different financial approach to assessing a project. We consider more than the cost of developing and delivering an asset; we assess it as an investment we will remain involved in over the long term. Operating requirements, life-cycle costs, demand and the capabilities of the operating partner therefore inform our decisions from the earliest stages.
“As we diversify our portfolio, disciplined capital allocation will remain central to our approach. We will focus on opportunities where the economics justify long-term ownership and where strong operating performance can translate into sustainable value. MIDYAN is also exploring acquisitions as a way to accelerate its expansion plans, assessing each opportunity against its strategic priorities and business model.”
This long-term approach underpins MIDYAN’s “Built to Endure” philosophy, which places durability, safety, resource efficiency and operating requirements at the center of development decisions. Specialist operators are involved during development so that design and technical decisions take account of each asset’s practical operating needs.
At Alexandria International Academy (AIA), this approach includes energy-efficiency measures implemented under the Green Economy Financing Facility (GEFF), developed by the European Bank for Reconstruction and Development (EBRD). AIA is the first school in Egypt to qualify for the program and reports annual emissions reductions of 510 tons of carbon dioxide equivalent (CO₂e). Alexandria British Academy (ABA) has been awarded an EDGE Preliminary Certificate under the green building standard developed by the International Finance Corporation (IFC), a member of the World Bank Group. Its design targets savings of 32% in energy consumption and 32% in water consumption against baseline levels.
Through its 2027-2030 strategy, MIDYAN is building on its K-12 education, university education and healthcare portfolio to enter a new phase of growth across a broader range of asset classes and geographic locations, while retaining the long-term ownership model that has shaped its approach since establishment.