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What foreign companies still get wrong about Iraq

5 August 2026

 

Improved security, political stability and stronger oil revenues have brought Iraq back into investor conversations in recent years. Higher oil prices restored state finances, revived public spending and reinforced the narrative that Iraq was once again open for business. Relative calm strengthened that sentiment among regional and international firms.

Yet Iraq’s investment narrative has improved faster than its operating reality. A common mistake among foreign investors has been to view operations in Iraq primarily through the lens of security. While physical security remains important – particularly in the current regional climate – some of the most persistent risks are structural. These include opaque counterparties with hidden political backing, fragmented authority and overlapping power centres, exposure to sanctions-linked networks, and weak and often corrupt law enforcement and judicial institutions.

For most firms, the real test begins after market entry: when choosing a partner, bidding for contracts, moving funds, securing government approvals or attempting to enforce a contract or court judgment.

The current conflict has not changed these risks; rather, it has made them harder to ignore.

Basic due diligence and document checks are often insufficient to mitigate risks in a market as complex as Iraq

Counterparty risks and how to mitigate them

For many foreign investors operating in Iraq, one of the most significant risks lies in dealing with local counterparties – business partners, contractors, suppliers, clients and customers. Companies may appear conventional on paper, but ownership and control are often obscured through proxies.

One challenge is identifying who ultimately controls or benefits from a business and whether it has links to politically exposed persons, armed groups or sanctioned networks. Another is examining its business practices for signs of corruption or other illicit activity.

Every so often, we encounter seemingly well-established and reputable Iraqi business groups with extensive foreign partnerships that, following in-depth investigation, appear to be ultimately controlled by or linked to politicians, militia leaders, sanctioned individuals or Iran-aligned armed groups. Such connections often indicate a history of corrupt practices, ranging from bribery and the use of high-placed connections to secure government contracts to involvement in sophisticated money-laundering schemes or smuggling and diversion operations benefiting the Iranian state.

Foreign firms engaging with local counterparties may enter what appears to be a routine commercial arrangement, only to discover later that they are doing business with a highly sensitive or controversial political actor. The consequences extend beyond commercial risk. Regulatory, legal and reputational repercussions can follow, particularly where sanctions or criminal exposure exists.

Basic due diligence and document checks are often insufficient to mitigate risks in a market as complex as Iraq. Obtaining a deeper understanding of a potential counterparty’s ownership, control and track record is often constrained by the limited availability of credible information.

One of Iraq’s paradoxes is that it is not a data-poor jurisdiction. It generates abundant media reporting, leaks and social-media narratives. The challenge lies in judging what information matters, who is driving it, and what is missing.

The government also maintains a publicly accessible corporate register – Tasjeel – which contains basic information on the ownership of Iraq-registered private companies. The details, however, can be incomplete or out of date, and names on official filings often do not reflect actual control. There is also a notable lack of transparency when it comes to legal searches in Iraq: neither criminal nor civil litigation records are publicly available.

The availability of information also varies across the country. Iraq is not a single commercial jurisdiction. In practice, overlapping and sometimes competing systems of authority exist, particularly between federal Iraq and the Kurdistan Region. Licensing, customs procedures, taxation, political sponsorship and legal recourse can differ significantly, as can the accessibility of official records, with the Kurdistan Region generally offering less transparency.

For all these reasons, source-based enquiries remain central to any serious risk assessment in Iraq. Human intelligence gathered on the ground through a network of knowledgeable sources often fills critical information gaps, providing context and insights that cannot be obtained from public records alone.

The impact of regional war and political changes on structural weaknesses

The recent deterioration in the regional security environment has renewed attention on Iraq. Investors are once again weighing insurance costs, movement restrictions, supply-chain exposure and the risk of disruption from armed escalation.

The implications, however, extend well beyond immediate security concerns. Regional conflict often strengthens informal power structures, elevates the influence of armed factions, increases exposure to pro-Iran networks and complicates sanctions assessments. Institutions may slow decision‑making, while border friction, diversion risk and financial scrutiny intensify.

As a result, the risk categories familiar to foreign investors – political, compliance, legal and operational – often become intertwined in Iraq. A politically exposed counterparty can become a sanctions issue; a regulatory delay can turn political; and a commercial dispute may prove unenforceable where the other party operates within a stronger network of influence.

There is also a new variable in play. Iraq’s new prime minister, Ali Al-Zaidi, is a seasoned businessman with significant interests in banking, the food industry and other sectors. For foreign investors, this background may be viewed as a positive signal, suggesting a greater emphasis on deal-making, investor outreach and easing market entry. However, a businessman at the top can help only up to a point. Iraq’s core business risks are rooted in institutions, networks and entrenched political structures that even a pro‑business leader must navigate.

Counterparty risk assessment should sit at the centre of any market-entry strategy

What serious investors should do differently

None of this means Iraq should be written off. It remains a market with scale, unmet demand and clear areas of opportunity. But it does mean foreign companies need a more disciplined approach.

Counterparty risk assessment should sit at the centre of any market-entry strategy. That means identifying beneficial ownership, mapping political exposure, screening for sanctions links and understanding the broader network surrounding a local counterparty rather than relying solely on a basic corporate registry check.

Iraq should also be treated as a market that requires continuous monitoring, not one-off screening. Ownership, influence and compliance exposure can change quickly. A clean partner at onboarding is not guaranteed to remain a low risk a year later.

About the authors

Dr Anastasia Nosova is associate managing director at K2 Integrity, a prominent global risk advisory, compliance and corporate investigations firm. Renwar Ahmed is an associate at the company’s Investigations & Disputes practice. 

MEED’s June 2026 report on Iraq includes:

> COMMENT: Iraq’s reform window narrows
> GOVERNMENT: Al-Zaidi takes Iraq’s premiership under US shadow
> BANKING: Financial challenge tests Iraq’s resolve
> ECONOMY: Iraq enters era of resilience, reform and rising risks 
> OIL & GAS: Iraqi oil and gas sector in crisis
> POWER & WATER: Focus shifts to delivery of Iraq utilities expansion
> CONSTRUCTION: Momentum builds in Iraq’s post-war construction sector

To see previous issues of MEED Business Review, please click here
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    The reprioritisation was already under way before the region’s latest conflict began. PIF has spent the past two years pushing Neom to identify which elements of the gigaproject were fundamental and which were aspirational, a process that has as much to do with capital discipline as geopolitics.

    With the fund committing to direct roughly 80% of its $925bn portfolio towards domestic investment, while simultaneously funding Expo 2030 and the 2034 World Cup, Riyadh needed its flagship projects to start showing commercial returns rather than absorbing capital indefinitely.

    Oxagon, with a port, an export-ready hydrogen plant and land that could be leased to industrial tenants, was always the part of Neom best placed to answer that requirement, and the regional conflict that began in late February only accelerated the shift. The closure of the Strait of Hormuz to a fraction of its normal commercial throughput has hit Saudi Arabia’s oil export capacity hard and pushed the kingdom into a sizeable quarterly fiscal deficit.

    Riyadh has also had to contend with direct disruption to its own energy infrastructure, including the temporary closure of the East-West oil pipeline following drone strikes. Against that backdrop, an industrial city with its own deep-water port on the Red Sea, outside the Strait of Hormuz chokepoint, has taken on added strategic weight.

    Oxagon offers the kingdom a second maritime gateway, one that is not exposed to the same geopolitical risks as the Gulf coast terminals that have historically carried Saudi trade. For a government having to defend every riyal of committed capital spending, a project that can plausibly generate port fees, hydrogen export revenue and data-centre hosting income within the current decade is a far easier sell than a 170-kilometre linear city that is still taking shape.

    Construction ramps up

    The clearest evidence of that pivot is what has actually broken ground at Oxagon recently. At a time when Neom’s recent news flow has been about contract terminations, Oxagon’s has been about starts.

    The most visible of these is the artificial intelligence (AI) data-centre campus being developed by Humain, the PIF-owned AI company, in partnership with digital infrastructure developer DataVolt.

    Construction on the first 100MW of a planned 360MW first phase began this year, as part of a wider 1.5GW campus that builds on the companies’ original 2025 agreement, backed by roughly $5bn of investment. The facility is designed to draw on Oxagon’s pre-zoned industrial land, renewable power and subsea cable links to Europe and Africa, with the first 100MW targeted for service in 2028.

    For Neom, the project answers a question that has dogged the gigaproject for years: namely, what, beyond real estate and tourism, Oxagon actually sells.

    Connectivity is following the same pattern. Neom issued an expression of interest in September for consultancy services to plan a freight rail line of more than 400km linking the Port of Neom at Oxagon to Saudi Arabia Railways’ North-South Railway at the Al-Baseeta junction.

    The North-South network currently serves the kingdom’s phosphate and bauxite mining sector, running from Al-Jalamid and Baitha to the Gulf coast industrial cluster around Ras Al-Khair, Jubail and Dammam, with branches to Riyadh and the Jordanian border.

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    Cargo currently depends on road transport or an additional sea leg, a constraint that has limited the port’s usefulness beyond a regional hub.

    Utilities work is quietly keeping pace with the more visible projects. Neom has tendered an industrial wastewater treatment plant at Oxagon, with proposals due in early October. The scheme has an initial capacity of 35,000 cubic metres a day, (cm/d) expandable to a maximum of 45,000 cm/d as demand grows.

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    Aramco will hold a 51% majority stake in JMGC, while the GIP-led consortium will hold the remaining 49%. Investors participating in the GIP-led consortium include Hassana Investment Company, the Arab Energy Fund and Aberdeen Investcorp Infrastructure Partners, as well as other institutional investors from North and Southeast Asia and the Middle East.

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  • Delivery unlocks gigaproject investment

    29 September 2026

     

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    Completed infrastructure and open assets are making it easier to attract private developers and foreign investors to Saudi Arabia’s gigaprojects, said speakers at MEED’s Shaping Mega Projects conference in Riyadh on 28 September.

    Dale Chadwick, acting CEO of King Salman Park Foundation, said investor appetite had grown as construction advanced. The foundation has received 23 expressions of interest from private developers, and Chadwick said that number was increasing.

    “What the private sector is looking for in terms of investment is surety of what we’re doing,” he said. “As soon as a private developer comes in and sees what we’re doing, they’re blown away. The closer we get to completion, the greater the appetite.”

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    The foundation times its private asset awards to follow infrastructure and landscaping works. “They don’t have to take the leap of faith that we are going to execute on our side of the equation,” said Chadwick. “They can see it.”

    Partnership model

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    He added that Red Sea Global’s environmental credentials were a selling point for investors.

    Don’t miss MEED’s SMP 2026.
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  • KBR seeks renewable energy contracts in Libya

    29 September 2026

     

    The US-headquartered technology and engineering company KBR is seeking renewable energy project contracts in Libya.

    Representatives from KBR met with Abdussalam Elansari, chairman of the Renewable Energy Authority of Libya, earlier this month to discuss project opportunities, sources said.

    The meeting with Elansari followed KBR’s opening of a new branch in Libya and its securing of several contract awards in the oil and gas sector.

    In March, KBR announced that it had been awarded a contract by Zallaf Exploration, Production & Refining of Oil & Gas Company to provide project management and technical services for the South Refinery Project in Libya’s southern city of Ubari.

    Under the terms of the contract, KBR will provide contract management, project management and supporting technical services throughout the engineering, procurement and construction (EPC) phases of the project, according to a company statement.

    The EPC work is expected to be executed over a 50-month period.

    KBR is also carrying out work to re-evaluate the front-end engineering and design (feed) for the project to develop Libya’s J6 North Gialo field.

    In January, KBR signed a memorandum of understanding (MoU) with the state-owned Libyan Post, Telecommunications & Information Technology Company.

    Under the MoU, KBR agreed to support efforts to develop and improve Libya’s communications infrastructure and enhance fifth-generation (5G) mobile networks in the country.

    KBR has previously provided engineering services for major national projects in Libya, but was forced to shut down its office in the country several times amid political instability and security issues.

    When the company was known as Brown & Root, it worked on the Great Man-Made River Project in Libya, which is widely recognised as the largest irrigation project in the world.

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