Acwa Power tightens grip on GCC water
26 January 2024

This report also includes: Mena water delivers exceptional growth
Time-bound sustainability objectives and improving economic conditions kept the GCC region’s water sector projects buoyant in 2023.
This coincided with the key milestones achieved by independent water producer (IWP) contracts awarded between 2020 and 2021, which reached either the commissioning or commercial operation stages in 2023 following two years of disruption caused by the Covid-19 pandemic.
The UAE awarded three IWP contracts in 2023 and Saudi Arabia awarded one. This was a remarkable recovery considering that there was only one contract award in 2021 and none in 2022, barring the directly negotiated contract for the development of Shuaibah 3 in Saudi Arabia.
In contrast, there were no new awards for independent water and power producer (IWPP) projects – a model that worked successfully from the 1990s until the mid-2010s, when policies started to shift away from thermal desalination technologies and towards IWPs that rely on reverse osmosis technology for water treatment.

Source: MEED
IWP awards
The IWP contracts awarded in 2023 include Mirfa 2 and Shuweihat 4 in Abu Dhabi, Rabigh 4 in Saudi Arabia and Hassyan 1 in Dubai. The four IWP schemes have a total combined capacity of about 2.3 million cubic metres a day (cm/d).
The award of these contracts resulted in higher net and gross capacities for Saudi utility developer Acwa Power, France’s Engie and Spain-headquartered GS Inima, relative to the last MEED water developer ranking published in January 2023.
Acwa Power’s overall net capacity leapt by 20 per cent in 2023 to reach approximately 3.5 million cm/d. This resulted from its 40 per cent equity in Dubai’s Hassyan 1 IWP project, which has a capacity of over 818,000 cm/d; and its 45 per cent shareholding in the 600,000 cm/d Rabigh 4 IWP.
Engie likewise posted an impressive two-digit rise in terms of its net capacity, growing from 1.67 million cm/d to 1.87 million cm/d, thanks to its 40 per cent equity in the Mirfa 2 IWP project in Abu Dhabi.
The size of the two projects that Acwa Power won in 2023, however, meant it managed to further widen its lead over Engie and the other private water developers operating assets across the GCC states.
At 3.5 million cm/d, Acwa Power’s overall net capacity is equivalent to the total combined net capacity of the next five developers in the ranking: Malaysia’s Malakoff, Japan’s Marubeni and Sumitomo, and GS Inima, in addition to Engie.
The Saudi utility developer has also for the first time overtaken Engie in terms of gross water desalination capacity. As
of the end of 2023, its gross capacity crossed 7.7 million cm/d compared to Engie’s 7.0 cm/d.
In terms of ranking, GS Inima registered the most significant improvement among the top 10 private water developer companies, advancing three spots to rank fifth, having grown its net equity capacity nearly 50 per cent to reach close to 383,000 cm/d. This change takes into consideration that Kuwait’s Gulf Investment Corporation (GIC), which was included in the previous index, has been excluded this year due to its role as an investor rather than a developer of water desalination projects.
GS Inima will maintain a 60 per cent shareholding in Abu Dhabi’s Shuweihat 4 IWP scheme, which is expected to reach commercial operation by mid-2026.
Despite not having won any new contracts, Saudi Brothers Commercial Company and Abdulaziz al-Ajlan, both Riyadh-based, managed to land in the top 10 ranking of water developers this year, mainly due to the exclusion of both GIC and Water & Electricity Holding Company (Badeel), which is fully owned by Saudi Arabia’s Public Investment Fund.
Outlook
The next 12 months will likely be an active period for the water industry, particularly in Saudi Arabia.
This is mainly due to the target set by the kingdom’s Environment, Water & Agriculture Ministry to meet 92 per cent of Saudi Arabia’s water demand using desalinated water by 2030, to reduce reliance on ground and surface water.
Both Saudi Water Conversion Corporation, the world’s largest desalinator, which supplies 69 per cent of Saudi Arabia’s water, and Saudi Water Partnership Company (SWPC) will have to get “plants up and running as soon as possible to make this target”, says Robert Bryniak, CEO of Dubai-based Golden Sands Management Consulting.
Elsewhere – particularly in the UAE and, to a lesser extent, Oman – expiring contracted capacity and growing demand are expected to continue to drive the procurement of additional seawater reverse osmosis (SWRO) capacity.
The past few years have seen several international and local developers and investors enter the GCC’s water desalination market.
“The water industry could benefit by having more engineering, procurement and construction (EPC) contractors and developers, but I do not see this holding back procurers in launching new projects,” says Bryniak. “Having said that, there is definitely room for the water industry to accommodate more developers and EPC contractors.”
Tariff trend
Tariffs, or the long-term levelised costs that offtakers pay for water that private developers produce, are expected to trend upwards in 2024. This is due to higher interest rates and inflationary pressures on materials and supplies.
“These considerations, coupled with a limited number of experienced EPC contractors with excess contracting capacity, suggest that it will be tough seeing lower tariffs this year,” Bryniak says.
“We expect this trend due to the expected higher costs,” says another water desalination expert based in the UAE.
“The tariff for the Hassyan 1 IWP was low, but I see that as an anomaly,” says Bryniak, referring to the $cents 36.5 a cubic metre ($c/cm) tariff that Acwa Power proposed last year to develop the Hassyan 1 IWP in Dubai.
The previous tariff bid for the project was about 30 per cent lower than that proposed by Acwa Power last year, and it is likely that the bidder “had tremendous pressure to maintain a relatively low tariff to secure the project”, says Bryniak.
Future projects
SWPC issued the tender for the contract to develop the Jubail 4 and 6 IWP schemes on 1 January, and the tendering process is also under way for the Ras Mohaisen IWP. Both contracts are expected to be awarded before the end of this year.
In addition, SWPC has indicated that four more IWPs are expected to reach commercial operation by 2027, which implies that it could start seeking interest from developers for these projects in the next 12-24 months.
Under the latest plan, the Ras al-Khair 2 and 4, Al-Rais 2 and Tabuk 1 IWP projects will have a combined total capacity of 1.7 million cm/d.
In the UAE, Acwa Power is understood to be the sole bidder for the 400,000 cm/d Hamriyah IWP in Sharjah. The contract could be awarded in the first half of 2024.
In Abu Dhabi, the tendering process is under way for two SWRO plants that will be developed under one contract. The Abu Dhabi Islands SWRO projects will each have a capacity of 227,000 cm/d.
Kuwait’s two IWPPs – Al-Zour North 2 & 3 and Al-Khiran 1 – and the Facility E IWPP in Qatar include water desalination units with capacities of 695,000 cm/d and 454,000 cm/d, respectively.
MEED understands that an option is open for the bidders to use membrane technology for the desalination units of these planned facilities.
Unstoppable
Acwa Power thus appears unstoppable given its plans to further consolidate its presence in the region’s water industry, and pursue new technologies and partnerships, as its CEO Marco Arcelli told MEED in July last year.
The company plans to work with Japanese membrane technology provider Toray Industries to explore energy-saving technologies for SWRO. It is also working with other suppliers located in the US, Japan and China, as well as with Saudi Arabia’s King Abdullah University of Science & Technology to explore energy-efficient solutions for treating seawater.
The scale of the IWP projects Acwa Power has won between 2019 and 2023 enables it to outprice key competitors, or bid for projects deemed too risky by other developers.
The firm’s offer to develop Rabigh 4 for $c0.458/cm, for instance, was lower than what some of its competitors anticipated Acwa Power was capable of offering, although it lost Mirfa 2 to Engie a few months earlier.
As it is, Acwa Power won five of the 12 IWP contracts that were tendered and awarded in Saudi Arabia, the UAE and Oman during the past four years, equivalent to more than 56 per cent of the gross capacity awarded over that period.
Other developers should take note as they establish strategies to win more contracts in the future and potentially slow down Acwa Power's three-year sector dominance.
Exclusive from Meed
-
-
Brookfield to double down on Gulf investment5 May 2026
-
-
Oman seeks adviser for hydrogen-based IPP5 May 2026
-
NCP seeks firms for healthcare PPP project5 May 2026
All of this is only 1% of what MEED.com has to offer
Subscribe now and unlock all the 153,671 articles on MEED.com
- All the latest news, data, and market intelligence across MENA at your fingerprints
- First-hand updates and inside information on projects, clients and competitors that matter to you
- 20 years' archive of information, data, and news for you to access at your convenience
- Strategize to succeed and minimise risks with timely analysis of current and future market trends
Related Articles
-
Hormuz crisis revives 1970s-style energy shock5 May 2026
Commentary
Colin Foreman
EditorRead the May issue of MEED Business Review
The conflict with Iran is threatening to recalibrate the global energy system. The effective closure of the Strait of Hormuz has caused an energy security crisis reminiscent of the shocks of the 1970s – both in scale and in its potential long-term implications.
The 1973-74 energy crisis, triggered by an Opec oil embargo, sent prices soaring and altered the trajectory of the global economy. It spurred the creation of the International Energy Agency, the development of strategic petroleum reserves and a wave of energy-efficiency policies. It also cemented energy-for-security arrangements between the West and the Gulf – relationships now being tested again by the latest conflict.Today’s disruption – 11 million barrels of oil a day and around 20% of global liquefied natural gas (LNG) shipping capacity – creates a deficit that far exceeds the roughly 5 million barrels a day removed from the market in 1973.
While the shocks of the 1970s ushered in a decade of stagflation and a lasting shift towards diversified supply, the current crisis could accelerate demand destruction and a pivot towards energy sovereignty.
The story is a developing one. From Vietnam’s cancellation of LNG projects in favour of renewables to the surge in electric vehicle adoption across Europe, the perceived unreliability of traditional supply routes is forcing an unprecedented reorientation of capital.
The Middle East – long the indispensable heartbeat of global industry – now risks sustained challenges to its market share as producers in the US, Russia, Africa and South America develop new projects unencumbered by reliance on the Strait of Hormuz.
The structural changes taking root in 2026, like those in 1974, will outlive the conflict itself. Even a swift cessation of hostilities may not allow markets to return to their pre-conflict norms.
READ THE MAY 2026 MEED BUSINESS REVIEW – click here to view PDFGlobal energy sector forced to recalibrate; Conflict hits debt issuance and listings activity; UAE’s non-oil sector faces unclear recovery period amid disruption.
Distributed to senior decision-makers in the region and around the world, the May 2026 edition of MEED Business Review includes:
> REGIONAL LNG: War undermines business case for Middle East LNG> CAPITAL MARKETS: Damage avoidance frames debt issuance> MARKET FOCUS: Conflict tests UAE diversificationTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/16685390/main.gif -
Brookfield to double down on Gulf investment5 May 2026
Brookfield CEO Bruce Flatt has said the asset and alternative investment management company intends to increase its investments in the Gulf, despite the ongoing conflict in the region.
When asked whether the war is changing the way he thinks about the Gulf region during an interview with CNBC at the Milken Institute Global Conference on 4 May, he said: “No, short answer no – in fact, [we’re] doubling down, we are doing more.
“When you find great businesses, countries, great people, and the market offers you an opportunity to invest when others are not, it is always the best opportunity in the world, so we are doing more. We have been there for 25 years; we are continuing to do all of the investments we have there, and we are going to do more.”
Flatt suggested the current period of geopolitical stress could accelerate long-term economic strengthening across the Gulf, arguing that governments and businesses will respond by investing in self-sufficiency and strategic infrastructure. “They will eventually build better countries because of this,” he said.
Flatt added: “They’re going to build resiliency in all their systems. They’re going to build their own artificial intelligence (AI). They’re going to build their own pipelines to the coast. They’re going to do things they didn’t do before. They have to do it. They probably should have, but they’re going to now, and they’re going to be more resilient.”
UAE meetings
Flatt has also travelled to the region since the conflict began on 28 February, meeting senior UAE officials to discuss investment opportunities and deepen cooperation. In Abu Dhabi on 9 April, he met Sheikh Khaled Bin Mohamed Bin Zayed Al-Nahyan, Crown Prince of Abu Dhabi and Chairman of the Abu Dhabi Executive Council. The meeting explored ways to strengthen cooperation in investment and asset management between UAE-based institutions and Brookfield, in line with global economic trends and evolving market demands.
Two days later in Dubai, Flatt met Sheikh Maktoum Bin Mohammed Bin Rashid Al-Maktoum, First Deputy Ruler of Dubai, Deputy Prime Minister, Minister of Finance and Chairman of the Dubai International Financial Centre (DIFC). During the meeting, both sides explored opportunities to expand cooperation, highlighting the UAE and Dubai’s value proposition for global investors, including an integrated financial system, a flexible and advanced regulatory environment and world-class digital infrastructure. Discussions also covered Dubai’s role as a bridge between East and West, and the emirate’s emphasis on long-term partnerships and a transparent, business-friendly environment.
Qatar partnership
Brookfield’s regional activities are not limited to the UAE. In late 2025, the firm and Qai – Qatar’s AI company and a subsidiary of Qatar Investment Authority – announced a strategic partnership to establish a $20bn joint venture focused on AI infrastructure in Qatar and select international markets. The venture is expected to support Qatar’s ambition to become a hub for AI services and infrastructure in the Middle East. It is slated to be backed through Brookfield’s Artificial Intelligence Infrastructure Fund, part of a broader AI infrastructure programme targeting up to $100bn in global investment.
Brookfield Infrastructure maintains a vast and diversified global portfolio characterised by high-barrier-to-entry assets across five core sectors. The data infrastructure segment has become a primary growth engine, currently comprising 150 data centres with significant operating capacity and about 308,000 operational telecom sites. In the utility and energy midstream space, the firm manages over 1,900 miles of electric transmission lines and a network of 2,100 miles of gas pipelines. The transport sector is another cornerstone of the portfolio, anchored by 22,500 miles of rail operations.
https://image.digitalinsightresearch.in/uploads/NewsArticle/16686052/main.gif -
Insurers will only cover a fraction of war damage to oil and gas facilities5 May 2026

Insurers are expected to cover only a fraction of the damage to oil and gas facilities in the Middle East caused by the regional war, according to industry sources.
Standard industrial property and business interruption policies typically exclude damage and disruption caused by acts of war. Companies therefore need specialist war-risk insurance or political violence and terrorism (PVT) insurance to be eligible for payouts.
While most state-owned national oil companies (NOCs) are likely to have arranged this type of cover for major facilities, it is less common among smaller private or publicly traded companies.
As a result, many assets – such as smaller fertiliser plants and chemical facilities – are expected to be uninsured for war-related damage.
“War insurance was never a widely purchased product in the region,” said one source. “It’s one of these things that people never really believe is going to happen.
“In a lot of companies, spending hundreds of thousands of dollars every year for this kind of product was seen as something they couldn’t really justify.”
Even companies that purchased war-risk or PVT insurance before the US and Israel attacked Iran on 28 February are unlikely to be covered for the full extent of war damage.
War-risk insurance for large assets such as oil refineries or LNG terminals typically carries limits of $200m to $500m.
In many cases, repairs to the region’s large and complex oil and gas facilities are likely to cost billions of dollars.
One source said: “If you had, for example, an oil refinery that’s worth $8bn, you couldn’t really buy a war insurance policy to cover the price of a complete rebuild.
“There just isn’t enough insurance capacity in the market to buy that level of cover.
“Very often NOCs were buying cover at the highest level they could find, but this was limited by what markets were prepared to insure.”
Payout timing
Full insurance settlements for war damage are expected to take significant time – potentially 18 months to two years for some policyholders.
Payments typically begin with an initial payout of around 20%-30% of the total claim. This is followed by a second payment mid-project – usually once engineering is complete – and then a final payment.
In most cases, projects to rebuild and repair damaged oil and gas facilities are not expected to be delayed while owners wait for insurance proceeds.
One source said: “A lot of the owners of these damaged facilities don’t see the current situation as the right time to start rebuilding, but that isn’t because they are waiting for insurance money.
“The risk of new attacks and more damage is still high, and they are going to want to wait for signs of more stability before they start rebuilding.”
Experts believe that once the security environment improves, facility owners will begin tendering repair and reconstruction contracts even if insurers have not settled claims.
“A lot of the companies that operate oil, gas and chemical facilities in the region have access to funds that will allow them to rebuild without being reliant on insurers,” said one source.
“Even if they have a policy that they expect to pay out, it is likely that they will go ahead with the project before receiving full payment if they think it is the right time to rebuild.”
Once the security environment improves, the cost of rebuilding fully destroyed units is expected to be higher than when they were originally constructed, due to multiple rebuild projects progressing in parallel across the region.
This is likely to drive a spike in demand for skilled labour and materials, pushing up costs.
Market impact
Insurers providing this type of cover in the region have generally experienced several years of low payout levels, so they are expected to meet claims with limited financial strain.
However, the volume of claims stemming from the US and Israel’s war with Iran is expected to harden the war-risk and PVT insurance market, increasing premiums for owners of oil and gas facilities for some time.
Ultimately, the limited scope of coverage means the financial burden of the war will fall more heavily on asset owners than on insurers.
Even where cover is in place, policy limits mean insurers will only partially offset the cost of rebuilding large facilities, leaving companies and governments to bridge funding gaps.
The experience is likely to prompt a reassessment of risk across the region’s energy sector, with lenders and investors placing greater emphasis on potential political violence-related damage when evaluating projects.
READ THE MAY 2026 MEED BUSINESS REVIEW – click here to view PDFGlobal energy sector forced to recalibrate; Conflict hits debt issuance and listings activity; UAE’s non-oil sector faces unclear recovery period amid disruption.
Distributed to senior decision-makers in the region and around the world, the May 2026 edition of MEED Business Review includes:
> REGIONAL LNG: War undermines business case for Middle East LNG> CAPITAL MARKETS: Damage avoidance frames debt issuance> MARKET FOCUS: Conflict tests UAE diversificationTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/16683871/main.jpg -
Oman seeks adviser for hydrogen-based IPP5 May 2026
Oman’s Nama Power & Water Procurement Company (PWP) has issued a tender for technoeconomic consultancy services for power generation using green hydrogen.
The offtaker said it intends to appoint a consultant to undertake an initial assessment for the development of a new independent power project (IPP).
The plant is expected to be capable of operating on up to 100% hydrogen with an indicative generation capacity in the range of 800MW to 1,000MW.
The bid submission deadline is 21 June.
To date, hydrogen deployment has focused mainly on production and export projects, while power generation activity remains largely limited to pilot schemes rather than utility-scale, fully hydrogen-fired plants.
According to a typical IPP development timeline spanning feasibility, procurement, financing and construction, the potential plant would be unlikely to enter operation before the early 2030s.
Nama PWP also recently issued a separate consultancy tender seeking services to support ESG policy development.
The deadline for firms to submit offers is 10 May.
READ THE MAY 2026 MEED BUSINESS REVIEW – click here to view PDFGlobal energy sector forced to recalibrate; Conflict hits debt issuance and listings activity; UAE’s non-oil sector faces unclear recovery period amid disruption.
Distributed to senior decision-makers in the region and around the world, the May 2026 edition of MEED Business Review includes:
> REGIONAL LNG: War undermines business case for Middle East LNG> CAPITAL MARKETS: Damage avoidance frames debt issuance> MARKET FOCUS: Conflict tests UAE diversificationTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/16683857/main.jpg -
NCP seeks firms for healthcare PPP project5 May 2026
Saudi Arabia’s Ministry of Health, the Ministry of Defence and the National Centre for Privatisation & PPP (NCP) have issued an expression of interest and request for qualification (RFQ) notice for the Chronic Kidney Disease Care and National Dialysis Services project.
The notice was issued on 4 May, with a submission deadline of 15 June.
The project will be delivered as a public-private partnership (PPP) under a design, repurpose, finance and maintain (DRFM) model, with a six-year contract term.
NCP said the initiative supports Saudi Vision 2030 by increasing private sector participation in the healthcare sector.
The project is structured into four packages, each covering a minimum number of patients across multiple regions to ensure wide geographic reach and improved access.
Selected operators will be required to provide the necessary facilities, equipment and information technology systems, as well as supply qualified personnel. They will also manage clinical services – including in-centre haemodialysis, home haemodialysis, peritoneal dialysis, vascular access and outpatient services – alongside non-clinical operations.
In January, Saudi Arabia launched a National Privatisation Strategy, which aims to mobilise $64bn in private sector capital by 2030.
The strategy builds on the privatisation programme first introduced in 2018. It will focus on unlocking state-owned assets for private investment and privatising selected government services.
In a statement, NCP said the new strategy comprises 147 opportunities drawn from a broader pipeline of more than 500 projects across 18 sectors.
https://image.digitalinsightresearch.in/uploads/NewsArticle/16683825/main.gif

