meed-logo

line1 line2 line3
SIGN IN / REGISTER

Saudi market offers long-term growth opportunities

8 September 2023

 

Register for MEED's guest programme 

As Saudi Arabia’s construction boom gathers pace, it is easy to forget that the kingdom has been a long-term market for several international companies. One such firm is US-based Parsons.

“Our first job was in 1956 at Dharan airport, and we have been in Yanbu since the 1970s, so we have been in the kingdom for more than 65 years,” Martin Boson, general manager of Parsons Saudi Arabia, tells MEED. 

Today, Saudi Arabia is a significant part of Parsons’ business. “More importantly, it’s a great growth-oriented market. If a company is looking for organic growth, Saudi Arabia is a good place to be,” says Boson.  

The company’s most recent win is a five-year contract to provide project and construction management services at King Abdullah Financial District. The contract joins a roster of major projects that Parsons is working on across Saudi Arabia.  

The right jobs

Despite being engaged on most gigaprojects and major construction programmes in the kingdom, Parsons has the appetite for more work.

“We are focusing on the jobs where we think we have an advantage and can deliver for the customer,” says Boson. 

“If we do not think we’re the right company for a particular project, we will not pursue it. We want to go for the jobs we think we can successfully deliver. It is a great market, but not every job is for everybody.” 

Design work

Growth can also be achieved by expanding the company’s range of services.

“Our work in Saudi Arabia is mostly as a PMC [project management consultant]. When I came on board [in the kingdom] two and a half years ago as the general manager, we did design, but just for our PMC customers. Now, we’re going after other design work,” says Boson. 

This is because the market has shifted, he says. “It used to be that design was only by local Saudi companies, and we could not compete in that marketplace. There are now huge design programmes that our competitors are delivering, but rather than do what they are doing, our strategy is different. Our strategy is local delivery, not offshore.” 

Design work allows Parsons to be involved in even more projects in Saudi Arabia.

“When you work as the PMC at the top of a major programme, you get conflicted out of everything else. That means we can’t go after the design work for many projects. But for the other projects, where we are not delivering PMC work, we can go after the design, which gives us another opportunity to work on the project,” says Boson.  

Talent pool

With abundant project opportunities, companies are entering the Saudi market, creating new competition for established players.

“In my view, the market is big enough for many more players,” says Boson. 

As well as companies, Saudi projects need people to deliver them.

“We are continually looking to hire the best talent to help us deliver for our clients. For the recruitment side of the machine, we are a big company with scale and a good reputation so we can attract people. We are focusing on retention and growing the talent pool,” says Boson.

“People are the company’s greatest asset, and investment should be in people.” 

Creating jobs

With a young population, a key area of focus for the Saudi government’s Vision 2030 is creating employment opportunities.

“We have a programme for Saudi nationals. Every six months, we bring in 12 top students from the local universities to undergo a training scheme and then get sent out for on-the-job training on projects. We have started taking on graduates from that programme,” says Boson. 

There are a lot of greenfield projects where you can implement sustainability from the masterplan, into design, through to construction, and then onto operations and maintenance
Martin Boson, Parsons Saudi Arabia

Another key area of focus is sustainability. “Talking from an engineering standpoint, we should not put out any designs or masterplans that are not sustainable,” he says.

“When we manage construction activities, there are so many things that you can do. This should just become something that we do because that is more cost-effective, better for the environment, and will deliver faster for the customer. 

“Saudi Arabia is a strong market with its big construction programmes. There are a lot of greenfield projects where you can implement sustainability from the masterplan, into design, through to construction, and then onto operations and maintenance,” he adds. 

Boson highlights how carbon emissions can be reduced by improving infrastructure design.

“The lifespan of an asset is being extended. We used to design bridges for 30-50 years. If you can design that for 100 years, then you have saved one whole bridge, and that means that even if you did not sustainably deliver the bridge, you still halve the carbon.”  

https://image.digitalinsightresearch.in/uploads/NewsArticle/11132947/main.gif
Colin Foreman

Register for MEED's guest program now to access this article.

Click here to register
Exclusive from Meed
Related Articles
  • Turkish Airlines plans further growth

    1 July 2025

    This package on UAE-Turkiye relations also includes:

    > UAE-Turkiye trade gains momentum
    > Turkiye’s Kalyon goes global
    > UAE-Turkiye financial links strengthen

     

    With a network covering 30 more countries than its closest competitor, Turkish Airlines has been recognised by Guinness World Records for the most countries flown to by an airline since 2012. “Over the past two decades, Turkish Airlines has experienced rapid expansion, becoming one of the world’s most recognised airlines and the largest carrier in terms of destinations served,” says Erol Senol, vice-president of sales at Turkish Airlines.

    The airline’s growth has meant it has become a competitor for the major Gulf carriers such as Emirates, Qatar Airways and Etihad. Senol says the growing aviation market offers opportunities for all carriers. 

    “The global centre of aviation is moving from the west to the east,” he says. 

    “This change is advantageous for all regions and carriers, provided there is the commitment to serve more effectively.”

    Extending reach

    Like the airlines in the Gulf, Turkish Airlines is based in a strategically important geographic location. “Istanbul is within a three-hour flight distance to 78 cities in 41 countries, making it a central hub for connections between Europe, Asia and Africa,” says Senol. 

    Since 2019, the airline has also been based at one of the world’s largest airports, Istanbul Grand airport (IGA), which has enabled it to continue growing. 

    “The transition to Istanbul Grand airport has marked a new era for Turkish Airlines, enabling the company to sustain its ambitious growth trajectory,” says Senol. 

    “Approximately 80% of its capacity is dedicated to Turkish Airlines, offering the airline the operational flexibility and technological support required to manage large-scale passenger and cargo flows.” 

    The congestion and capacity limitations that previously constrained operations at Ataturk airport were effectively resolved through this relocation. 

    “Aircraft movement capacity increased from 70 per hour at Ataturk to 80 at the initial stage of Istanbul airport, eventually reaching 120 movements an hour with the commissioning of the third runway. This has significantly reduced aircraft waiting times from 5% to below 1%, improving both punctuality and fuel efficiency,” he adds.

    IGA’s larger footprint, which Senol says is “seven times larger than Ataturk airport” has also enhanced passenger services and facilities, helping to improve customer satisfaction and streamline operations.

    Turkish Airlines has also increased its annual cargo handling capacity from 1.2 million tons at Ataturk to 2.5 million tonnes at IGA, with projections of reaching 5-6 million tonnes as the airport develops further. “Turkish Airlines has advanced from ninth place in 2018 to third place in 2025 in global air cargo traffic rankings,” says Senol.

    Supporting the cargo business is Turkish Cargo’s airport facility, SmartIST, which began operations in February 2022. In 2024, cargo volumes at SmartIST increased by 20% compared to 2023, reaching 1.99 million tonnes. Based on freight tonne kilometres, Turkish Cargo says its market share has reached 5.7%, ranking it third globally. Market share rose to 5.8% in the first quarter of 2025. 

    A second phase of expansion will further enhance Turkish Cargo’s operations capacity, allowing it to handle up to 4.5 million tonnes annually. The long-term target is to reach 3.9 million tonnes of cargo by 2033.

    The relocation of Turkish Airlines’ operations to IGA presented many challenges. 

    “The relocation project involved extensive pre-planning and meticulous attention to detail,” says Senol. 

    One of the key challenges was maintaining uninterrupted flight operations during the transition. With real-time monitoring and contingency planning, Turkish Airlines completed the transfer within 33 hours.

    The transition to Istanbul Grand airport has marked a new era for Turkish Airlines, enabling the company to sustain its ambitious growth trajectory
    Erol Senol, Turkish Airlines

    Future growth

    With major airport projects planned at other hubs, Senol offers some advice on how to ensure a seamless transition of operations. “Airlines should invest in full-scale simulations and contingency rehearsals well before the actual move, including load testing IT systems, coordinating logistics and stress-testing operational workflows,” he says.

    “Success hinges on strong coordination across departments – operations, IT, cargo, ground services, human resources, safety and more. Turkish Airlines created interdisciplinary task forces and embedded decisionmakers in each operational unit to allow for real-time problem solving during the transition. 

    “A relocation isn’t just physical – it’s digital,” he notes. “Turkish Airlines used the move to accelerate digital transformation: implementing contactless systems, integrating cargo automation and upgrading passenger services. Airlines should use relocation as a catalyst to modernise infrastructure and adopt scalable technologies.”

    Another factor is having room to grow. “Airlines should ensure their new base is not just sufficient, but expandable,” Senol adds.

    By 2033, Turkish Airlines aims to serve 171 million passengers across 400 destinations with a fleet of 813 aircraft. “Our strategic plan is built on an annual average growth rate of 7.6%,” he says.

    Turkish Airlines currently operates 481 aircraft, comprising 134 wide-body and 347 narrow-body planes. The airline has also placed orders for 355 new Airbus aircraft – 250 A321 Neos and 105 A350s – to support its growth strategy. 

    https://image.digitalinsightresearch.in/uploads/NewsArticle/14178357/main.gif
    Colin Foreman
  • Qatar records largest local-currency bank bond issuance

    1 July 2025

    Register for MEED’s 14-day trial access 

    Qatar-based Commercial Bank has completed a QR500m ($137m) senior unsecured bond sale, marking the largest local-currency issuance by a Qatari bank to date.

    The three-year bonds, priced with a 4.9% coupon, were issued under the bank’s Euro Medium Term Note (EMTN) programme. The notes are listed on Euronext Dublin. DBS Bank and Standard Chartered acted as joint lead managers.

    The deal attracted strong demand from both regional and international investors, as lenders across the Gulf continue to diversify their funding bases amid high interest rates, Commercial Bank said in a statement.

    The issuance comes as Qatar’s domestic debt market gains momentum, with banks seeking to tap liquidity in both riyal and hard currency formats.

    Commercial Bank is rated A2 by Moody’s, A– by S&P, and A by Fitch, all with stable outlooks. The lender reported a net profit before tax of QR704.3m for Q1 2025, down from QR801.6m in the same period last year.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/14177167/main3557.jpg
    Sarah Rizvi
  • New Murabba signs MoU for project delivery solutions

    1 July 2025

    Saudi Arabia’s New Murabba Development Company (NMDC) has signed a memorandum of understanding (MoU) with South Korea’s Naver Cloud Corporation to explore technological solutions for delivering its 14 square-kilometre (sq km) New Murabba downtown project.

    New Murabba CEO Michael Dyke signed the agreement earlier this week during the company’s Investment and Partnership Forum in Seoul.

    According to an official statement: “The three-year agreement covers exploring innovative technology and automation to support the delivery of New Murabba, including robotics, autonomous vehicles, a smart city platform and digital solutions for monitoring construction progress.”

    NMDC is in Seoul to examine technological offerings, assess financing options and showcase the investment opportunities available for the New Murabba downtown development.

    The statement added that the excavation works for The Mukaab, the centrepiece of the overall development, have now been completed.

    The Mukaab is a Najdi-inspired landmark that will be one of the largest buildings in the world. It will be 400 metres high, 400 metres wide and 400 metres long. Internally, it will have a tower on top of a spiral base and a structure featuring 2 million square metres (sq m) of floor space designated for hospitality. It will feature commercial spaces, cultural and tourist attractions, residential and hotel units, as well as recreational facilities.

    Downtown destination

    The New Murabba destination will have a total floor area of more than 25 million sq m and feature more than 104,000 residential units, 9,000 hotel rooms and over 980,000 sq m of retail space.

    The scheme will include 1.4 million sq m of office space, 620,000 sq m of leisure facilities and 1.8 million sq m of space dedicated to community facilities.

    The project will be developed around the concept of sustainability and will include green spaces and walking and cycling paths to promote active lifestyles and community activities.

    The living, working and entertainment facilities will be developed within a 15-minute walking radius. The area will use an internal transport system and will be about a 20-minute drive from the airport.

    The downtown area will feature a museum, a technology and design university, an immersive, multipurpose theatre, and more than 80 entertainment and cultural venues.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/14177612/main.jpg
    Yasir Iqbal
  • Levant states wrestle regional pressures

    1 July 2025

    Commentary
    John Bambridge
    Analysis editor

    The Levant countries of Jordan, Lebanon and Syria are all in various degrees of distress, and collectively represent the Israel-Palestine-adjacent geography most severely impacted by that conflict, including in the latest phase initiated by Israel’s attack on Iran. In all three cases, however, recent developments have provided tentative hope for the improvement of their political and economic situations in 2025.

    In the case of Lebanon, still reeling from Israel’s invasion and occupation of the country’s southern territories in retaliation for Hezbollah’s missile attacks on northern Israeli cities, the hope has come in the form of the country’s first elected president since 2022, and a new prime minister. 

    The task before both leaders is to stabilise a deeply fragile political and economic situation while avoiding further degradation to Lebanon’s weakened state capacity. If the country can ride through present circumstances to the upcoming parliamentary elections in May 2026, the possibility could also emerge for a more comprehensive shake-up of its stagnant politics.

    In civil war-wracked Syria, the toppling of the Bashar Al-Assad government in December and the swift takeover by forces loyal to Ahmed Al-Sharaa have heralded a political transition – even if it is not the secular one that Syria’s population might have once hoped for. 

    The new president has already made progress in reaching agreements for the rollback of EU and US sanctions and an influx of foreign investment that his predecessor could only have dreamt of securing. This opens the door to a future of economic recovery for the country.

    The reopening and reconstruction of the Syrian economy also has the potential to benefit the entire region, by rebooting trade and providing growth opportunities.

    For Jordan, the recent conflict in Israel and the occupied Palestinian territories has hit tourism hard, while also pitching the country’s anti-Israel street against its US-allied government. Washington’s threats to cut aid and to raise tariffs on Jordan have added to the political strain on the country, and this has only been staved off by in-person overtures by King Abdullah II to the US government. 

    The outbreak of hostilities between Israel and Iran has only worsened the economic climate for Jordan, with both Israeli jets and Iranian munitions frequenting Jordanian airspace and providing a constant reminder of how close the country is to being dragged into regional unrest. Yet Jordan has avoided conflict to date, and the country’s GDP growth is expected to rise modestly in 2025 as an increase in exports and projects activity stimulates the economy, despite the wider regional headwinds.

    The overall picture for this region is therefore one of tentative recovery from recent shocks, ripe with potential for a better path forward as the Levant rebuilds and works together to overcome the challenges that have so long afflicted the region.

     

    MEED’s July 2025 report on the Levant includes:

    > COMMENT: Levant states wrestle regional pressures

    JORDAN
    > ECONOMY: Jordan economy nears inflection point
    > GAS: Jordan pushes ahead with gas plans 
    > POWER & WATER: Record-breaking year for Jordan’s water sector
    > CONSTRUCTION: PPP schemes to drive Jordan construction
    > DATABANK: Jordan’s economy holds pace, for now

    LEBANON
    > ECONOMY: Lebanon’s outlook remains fraught

    SYRIA
    > RECONSTRUCTION: Who will fund Syria’s $1tn rebuild?

    To see previous issues of MEED Business Review, please click here
    https://image.digitalinsightresearch.in/uploads/NewsArticle/14122966/main.gif
    John Bambridge
  • Jordan’s economy holds pace, for now

    1 July 2025

    Download the PDF

    MEED’s July 2025 report on the Levant includes:

    > COMMENT: Levant states wrestle regional pressures

    JORDAN
    > ECONOMY: Jordan economy nears inflection point
    > GAS: Jordan pushes ahead with gas plans 
    > POWER & WATER: Record-breaking year for Jordan’s water sector
    > CONSTRUCTION: PPP schemes to drive Jordan construction
    > DATABANK: Jordan’s economy holds pace, for now

    LEBANON
    > ECONOMY: Lebanon’s outlook remains fraught

    SYRIA
    > RECONSTRUCTION: Who will fund Syria’s $1tn rebuild?

    To see previous issues of MEED Business Review, please click here
    https://image.digitalinsightresearch.in/uploads/NewsArticle/14177596/main.gif
    MEED Editorial