Morocco progresses with Noor Midelt solar talks
10 April 2025
Talks are progressing between the Moroccan Agency for Sustainable Energy (Masen) and the team that submitted the “winning bids” for the contracts to develop Morocco’s latest two solar independent power projects (IPP).
Riyadh-based utility developer and investor Acwa Power is leading a team that submitted the winning bids for the contracts in December, as MEED reported.
“The bid evaluation process is still ongoing,” notes a source close to the project.
The Noor Midelt 2 and Noor Midelt 3 solar IPP schemes have a capacity of 400MW each, with attached battery energy storage system (bess) plants.
Masen received and opened bids for both contracts on 12 December.
Acwa Power has partnered with local firm Nareva for its proposals to develop both projects, the source said.
The other teams that have submitted bids for the contracts are:
- EDF Renouvelables (France) / Abu Dhabi Future Energy Company (Masdar, UAE)
- Engie (France) / Fipar (local)
According to one of the sources, a team comprising France’s Engie and the local Fipar submitted the lowest tariff of MD0.3233 a kilowatt-hour for the Noor Midelt 2 IPP, with the energy tariff accounting for 95% and the bess tariff at 5%.
The Acwa Power team, which proposed the second-lowest tariff of MD0.3245/kWh, offered the use of bess for up to 200 cycles for free, which helped it outbid the other two teams.
The third team, comprising France’s EDF and the UAE’s Masdar, offered a levelised electricity (LCOE) cost of MD0.3398/kWh for the Noor Midelt 2 IPP contract.
Acwa Power emerged with the lowest LCOE of MD0.3652/kWh for the Noor Midelt 3 contract.
Project backgrounds
The Noor Midelt 2 IPP consists of a 400MW solar photovoltaic (PV) power plant with a two-hour battery storage capacity.
It replaces a previous scheme expected to include thermal concentrated solar power and PV solar components, similar to Noor Midelt 1, which was previously awarded to a consortium of EDF and Masdar.
Noor Midelt 3 is expected to have a solar PV capacity of up to 400MW and a bess capacity not exceeding 400 megawatt-hours (MWh).
The Noor Midelt 2 and 3 IPP projects will be implemented according to a 30-year power-purchase agreement between Masen, the offtaker, and the project companies that will be formed for the schemes.
According to Masen, if any international finance institutions, such as Germany’s KFW or the European Investment Bank, participate, those banks’ procurement rules will apply to the projects.
The solar and bess plants are expected to be built on a dedicated and available site that Masen will provide under a land lease or equivalent agreement.
This suggests that common infrastructure such as the water supply, roads and telecommunications services will be shared, and will be constructed “to ensure overall consistency of the solar complex and optimise benefits from a simultaneous development of the infrastructure”.
US/India-based Synergy Consulting is the client’s financial adviser for the projects.
Clean energy target
Morocco has set a target of producing 52% of its energy from clean sources by 2030, one of the most ambitious targets in the Middle East and North Africa region.
Morocco aims to increase its renewable capacity to 10,000MW by 2030. Solar PV capacity is expected to comprise 4,500MW, with wind and hydroelectric comprising 4,200MW and 1,300MW, respectively.
READ THE APRIL 2025 MEED BUSINESS REVIEW – clck here to view PDF
Regional construction heads underground; Riyadh reaps both diplomatic and economic success; Luxury GCC hospitality projects drive tourism
Distributed to senior decision-makers in the region and around the world, the April 2025 edition of MEED Business Review includes:
> AGENDA 1: Traffic drives construction underground
> AGENDA 2: Muted public spending hinders global tunnelling
> TOURISM 1: Beaches and luxury drive regional tourism
> TOURISM 2: Region’s hotel projects pipeline balloons
> EDMOND DE ROTHSCHILD: Investing in Saudi Arabia’s infrastructure opportunities
> DATA CENTRES: GCC’s top five data centre projects
> SAUDI PPPs: Rise in PPPs reflects Saudi budgetary pragmatism
> SAUDI ARABIA REPORT: Riyadh enjoys buoyant fortunes
> GULF PROJECTS INDEX: Gulf index sees minor correction
> CONTRACT AWARDS: Project awards slump notably in February
> ECONOMIC DATA: Data drives regional projects
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16 May 2025
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The contract was tendered before, with two engineering firms submitting bids in 2022. The tender was subsequently cancelled.
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Hassan Allam eyes role in Saudi Arabia’s transformation Yasir Iqbal
16 May 2025
As Saudi Arabia undertakes a generational transformation under Vision 2030, regional players with deep engineering and construction expertise are emerging as critical enablers of this historic journey.
Among them, Egypt-headquartered Hassan Allam Holding has rapidly expanded its footprint in the kingdom, leveraging a legacy that dates back over 85 years and a proven regional model built on operational excellence and sustainable growth.
MEED spoke exclusively with Hassan Allam, CEO of Hassan Allam Holding, to discuss the firm’s role and future plans in the kingdom.
Founded in 1936, Hassan Allam Holding’s vision in Saudi Arabia is rooted in delivering long-term value while maintaining a high-quality standard across diverse sectors.
With a presence now in over 10 countries, the group brings cross-market expertise and resource optimisation to some of the kingdom’s most ambitious projects.
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Deepening roots in the kingdom
The company’s journey in Saudi Arabia began over 40 years ago, but its recent establishment of a regional headquarters in Riyadh marks a significant institutional shift.
“This move has enabled us to engage more deeply with key stakeholders, navigate regulatory frameworks with greater efficiency and build strong local partnerships,” Allam explains.
This embedded approach has allowed Hassan Allam to localise its supply chains, access talent pools more effectively and align closely with Saudi Arabia’s major development programmes.
“The kingdom is not just another market – it is a strategic hub where Hassan Allam has made significant investments in capabilities, people and systems,” Allam adds.
Contributing to Vision 2030
Hassan Allam’s operations in Saudi Arabia fully align with Vision 2030’s objectives to diversify the economy, enhance quality of life and ensure sustainable development.
“Our operations are structured to support national objectives through a diversified portfolio, leveraging our deep technical expertise and regional track record,” Allam says.
Projects span a wide range of sectors, including infrastructure, transportation, hospitality, water treatment and environmental sustainability. Notable among these are several luxury hospitality developments in collaboration with Red Sea Global, such as the Four Seasons, Six Senses and Rosewood hotels at the Amaala destination. These projects exemplify the group’s commitment to delivering high-end, sustainable tourism offerings.
Environmental initiatives are also a core part of the company’s portfolio. “In Neom, we are proud to contribute to the world’s largest coral reef restoration initiative in collaboration with Kaust,” Allam notes, highlighting a pioneering effort in marine conservation.
Managing complexity at scale
Executing gigaprojects on accelerated timelines requires agility, precision and scale, all of which are hallmarks of Hassan Allam’s approach in the kingdom. With over 50,000 professionals across the region, the group deploys integrated planning, early stakeholder engagement and digital project management to manage complex scopes.
“Our track record includes delivering time-sensitive, high-impact projects like the luxury hospitality hotels in Amaala and the King Abdullah Financial District monorail,” Allam explains. Modular construction, strong supply chains and lean practices ensure that speed never comes at the expense of quality or safety.
The company also made major investments in adopting construction technology across its Saudi projects. Through its dedicated technical and digital delivery department, which evolved from its building information modelling (BIM) department, founded in 2018, the company deploys technologies like 3D to 6D BIM, geographic information systems, laser scanning, drones, augmented reality/virtual reality, digital twins and artificial intelligence.
“These technologies are applied from early tendering and design through construction, as-built documentation and handover,” Allam notes. The result is enhanced efficiency, cost control and real-time decision-making, key advantages in a market where time and precision are critical.
“Our digital platforms also support real-time collaboration among stakeholders, improving decision-making and enabling proactive risk management,” Allam adds.
Investing in local talent
In line with Saudi Arabia’s workforce nationalisation agenda, Hassan Allam is deeply committed to developing local talent. “Our approach goes beyond compliance with Saudisation targets; it reflects a long-term investment in building a skilled, empowered and future-ready workforce,” Allam says.
Its dedicated talent programme provides structured rotational assignments and mentorship for young Saudi professionals. Internship and cooperative training programmes offer hands-on project exposure, while ongoing annual training plans ensure continued growth for the broader workforce.
Our approach goes beyond compliance with Saudisation targets; it reflects a long-term investment in building a skilled, empowered and future-ready workforce
Hassan Allam, CEO of Hassan Allam HoldingNavigating challenges with strategic vision
Operating in Saudi Arabia does come with its complexities, from rapidly evolving regulations to high localisation standards. But the company views these as opportunities.
“What sets Saudi Arabia apart from other GCC countries is the scale and structure of government support, particularly through the Public Investment Fund (PIF),” Allam notes.
Through close collaboration with PIF, Hassan Allam has scaled up rapidly, mobilising over 3,600 employees across 15 ongoing projects in the kingdom.
When entering joint ventures or bidding on gigaproject components, Hassan Allam maintains a cautious yet ambitious strategy.
“We approach every joint venture and project bid with a measured, strategic mindset that weighs both opportunity and risk through comprehensive due diligence,” Allam says.
The focus is on long-term value creation, working with reputable partners and adhering to stringent internal risk protocols. Already, the company has secured over 14 project awards in the kingdom, further solidifying Saudi Arabia’s importance in its regional portfolio.
Looking ahead
The next three to five years are expected to witness continued momentum in Saudi Arabia’s construction and infrastructure space, driven by sustained public investment and rising private sector engagement. Hassan Allam Holding is positioning itself to be a key player in this transformation.
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With a legacy of engineering excellence and a future-focused approach, Hassan Allam Holding is set to play an integral role in shaping Saudi Arabia’s next chapter.
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Lowest bidders emerge for Kuwait Al-Mutlaa City packages Yasir Iqbal
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Kuwait’s Public Authority for Housing Welfare (PAHW) has received bids for contracts covering construction works on two upcoming packages at its Al-Mutlaa City residential project.
Based on the results of the bidding round announced by the PAHW, nine contractors have submitted bids for the N12 sector and eight firms for the N5 sector.
The client issued two separate tenders in March, including the construction of public buildings and infrastructure works.
The bidders and their prices for the N12 sector are:
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The bidders and their prices for the N5 sector are:
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- Khalid Ali Al-Kharafi & Brothers ($77.6m)
MEED reported in April that PAHW had set 1 May as the deadline for tenders for the construction works on the two packages at the Al-Mutlaa City residential project.
The project is a housing scheme located 38.3 kilometres northwest of the Kuwait metropolitan area.
It covers approximately 104 square kilometres and is expected to house up to 400,000 people.
The mixed-use development will include residential, social, commercial and light industrial areas.
In March 2023, MEED reported that PAHW had appointed France-based Egis as a project management consultant for the Al-Mutlaa City development.
Under the agreement, Egis is providing programme-level service management, construction logistics and interface management services.
The scope of work also includes cost management, a digital programme management system and a project management information system for the scheme.
Al-Mutlaa City is one of the largest housing infrastructure projects to be developed by the government as part of Kuwait’s Vision 2035.
In April, MEED reported that Kuwait had approved the budget for more than 90 projects this year, with a capital spending of about KD1.7bn ($5.7bn).
According to local media reports, the cabinet approved the project expenditure in its 2025-26 budget on 1 April.
Data from regional projects tracker MEED Projects reveals that Kuwait awarded about $6bn of contracts for construction and infrastructure schemes last year.
UK analytics firm GlobalData expects the Kuwaiti construction industry to grow at an annual average growth rate of 7.1% in 2025-28, supported by investments in renewable energy, transport and oil and gas projects, coupled with investments as part of the New Kuwait 2035 National Development Plan. Under this strategy, the government plans to invest KD350m ($1.1bn) to construct several sports projects in the country.
The residential construction sector is expected to register an annual growth of 3.8% in 2025-28, supported by the government’s plan to build 65,500 housing units by 2029 through five projects.
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Delivering priority event-driven projects in Saudi Arabia Yasir Iqbal
16 May 2025
As Saudi Arabia accelerates preparations to host a series of landmark global events, including the 2027 AFC Asian Cup, the 2029 Asian Winter Games in Trojena, Expo 2030 in Riyadh and the Fifa World Cup in 2034, momentum is building across the kingdom’s construction sector to chart out strategies to deliver event-driven projects.
Earlier this week, MEED hosted a panel discussion on the sidelines of the MEED 2025 Saudi Gigaprojects summit in Riyadh that brought together senior stakeholders from fields including architecture, project management, ESG and contracting to address how to deliver event-driven construction schemes.
The session explored how the kingdom can balance ambition with execution, manage complexity, and promote Saudi Arabia as a global hub for international sports and entertainment events.
The consensus was that the success of these large-scale, complex projects depends on early, sustained and transparent collaboration between all stakeholders – from clients and designers to contractors, operators and regulators.
You simply can’t deliver something as complex and time-sensitive as a stadium or expo venue if people are working in silos
Chris Seymour, MaceSerious coordination is non-negotiable
“Big projects live or die by early engagement,” said Chris Seymour, managing director – Middle East and Africa at Mace, a global consultancy involved in many of the region’s most ambitious schemes.
“You simply can’t deliver something as complex and time-sensitive as a stadium or expo venue if people are working in silos. The earlier you bring the ecosystem together, the more agile and successful the project becomes.”
Seymour highlighted that the challenge is not just scale, but the dynamic and high-pressure environment in which these projects operate.
“Engagement on these megaprojects is difficult to create and maintain, especially when integrating new technologies or fast-tracking delivery. You need to pre-empt issues, adapt quickly and build trust early,” he said, citing hospitality projects as an example of early coordination leading to better performance.
Delivering a venue such as the Prince Mohammed Bin Salman Stadium in Qiddiya demands intense, sustained collaboration across all project layers
Fatemeh Hosseini, PopulousOvercoming the delivery challenges of architecturally complex schemes
Sports venues are not just functional buildings but are architectural statements designed to leave a lasting impression on the global stage, said Fatemeh Hosseini, associate at leading US-based architectural firm Populous, who spoke about the architectural ambition behind these developments.
“These schemes are extremely large in scale, with highly complex design and engineering requirements,” she said.
“Take the Prince Mohammed Bin Salman Stadium in Qiddiya – its architectural vision is bold, iconic and layered with advanced technology and fan experiences. Delivering such a venue demands intense, sustained collaboration across all project layers.”
Hosseini noted that while Vision 2030 sets a clear ambition, translating that into buildable, operational venues in time for global events is an enormous challenge.
“We need a shared vision and a collaborative delivery model from day one – not just between consultants and contractors, but with operators, planners and city authorities,” she added.
Green buildings don’t just reduce carbon – they also command higher values, improve tenant appeal and future-proof assets
Wesley Thomson, Knight FrankSustainability as a strategic imperative
Alongside design excellence and timely delivery, sustainability emerged as a critical theme in the panel discussion. Saudi Arabia’s commitment to environmental responsibility is growing, and mega-events provide an opportunity to demonstrate leadership in green building practices.
“Sustainability is increasingly becoming a value driver in the built environment,” said Wesley Thomson, partner and head of ESG at UK-headquartered firm Knight Frank.
“Green buildings don’t just reduce carbon – they also command higher values, improve tenant appeal and future-proof assets. If we get this right now, it’s a long-term win for Saudi Arabia.”
However, Thomson stressed that the kingdom needs a more robust regulatory framework to meet sustainability goals across the project lifecycle.
“There’s a real need to enhance and enforce green building codes and ESG reporting structures in the kingdom,” he said.
“Coordination and communication on sustainability must be centralised, especially for large, time-critical projects that could easily miss the mark if not carefully managed.”
When contractors are engaged early, they can feed real-world constraints and opportunities into the design process
Michael Al-Kurdi, AlbawaniEarly contractor involvement is key to success
From a construction delivery perspective, one message rang loud and clear: contractors must be brought to the table early to avoid late-stage risks and costly redesigns.
“When contractors are engaged early, they can feed real-world constraints and opportunities into the design process,” said Michael Al-Kurdi, business development and relationship manager at Albawani, one of Saudi Arabia’s leading construction firms.
“Early contractor involvement (ECI) unlocks true collaboration and ensures harmony between vision and feasibility.”
Al-Kurdi noted that early involvement allows contractors to prepare the supply chain more effectively and anticipate delivery risks well in advance.
“It’s not just about feasibility – it’s about preparedness. These are huge, fast-moving projects, and the more aligned the stakeholders are from the outset, the smoother the execution phase will be.”
The panellists agreed that Saudi Arabia has a rare opportunity to reshape its global image through these sporting and cultural mega-events. But with tight deadlines and high global expectations, success will hinge not only on design and engineering innovation but also on collaboration, coordination and clarity of vision.
“We have an opportunity to lead the world – not just in the scale of what we’re building, but in how we build it,” Seymour said.
“That means doing things differently: being open, integrated and agile. If we can embed that mindset into every stadium, arena and event venue we build, we’ll not just meet the deadlines – we’ll set a new global benchmark.”
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