Adnoc moves Fujairah LNG terminal project to Ruwais
3 May 2023
Abu Dhabi National Oil Company (Adnoc) has announced it will move forward with a liquefied natural gas (LNG) export terminal project in Ruwais Industrial City in Abu Dhabi’s Al-Dhafrah region.
Adnoc did not specify the project, but sources identified it as the planned LNG terminal project in the UAE emirate of Fujairah.
US-headquartered energy industry contractor McDermott International is performing the front-end engineering and design (feed) contract for the Fujairah LNG terminal project. US-based consultancy firm KBR was selected to provide project management consultancy (PMC) services.
In early March, MEED reported that Adnoc Gas, which is executing the project on behalf of its parent entity Adnoc Group, had started an early engagement process with contractors for the planned Fujairah LNG export terminal.
Adnoc Gas organised a site visit between 14-16 February for contractors shortlisted for the Fujairah LNG project’s engineering, procurement and construction (EPC) phase. It was expected to issue the main EPC tender during the second quarter.
The relocation of the project from the UAE’s geopolitically strategic emirate of Fujairah, which sits outside the Strait of Hormuz on the coast of the Gulf of Oman and the Indian Ocean, to Ruwais on the Gulf coast in Abu Dhabi is a significant development.
“As part of the design phase, Adnoc announced today that its world-class low-carbon LNG growth project will move forward in the Al-Ruwais Industrial City, Al-Dhafrah, Abu Dhabi.
“As an operational hub for Adnoc and its operating companies, the selected location offers significant synergies and existing infrastructure that will be leveraged to deliver project efficiencies, unlocking additional value for Adnoc, its partners and the UAE,” Adnoc said.
“Following a comprehensive evaluation of location options during the ongoing design phase, the proximity of Al-Ruwais to Adnoc’s current operations, as well as its future growth projects, in addition to a well-established local supplier base were important considerations in the company’s decision.
“Through its planned LNG growth project, Adnoc intends to more than double its LNG production capacity to meet increased global demand for natural gas. The plant, which is designed with electric-powered processing facilities, will run on renewable and nuclear grid power, making it one of the lowest carbon intensity LNG facilities in the world,” Adnoc added.
Planned LNG terminal
The LNG export terminal will have the capacity to process and ship approximately 9.6 million tonnes a year (t/y) of LNG, mainly to Pakistan, India and China, and other key markets in Asia such as Japan and South Korea. It will comprise two trains, each with a capacity of 4.8 million t/y.
The overall value of the planned project is estimated to be upwards of $4.5bn, based on capital expenditure (capex) by operators on similar schemes worldwide.
The project will also feature process units, storage tanks, an export jetty for loading cargoes and LNG bunkering, utilities, flare handling systems and associated buildings.
Regarding gas feedstock for the planned Fujairah LNG complex, Adnoc Gas aimed to build a 364-kilometre-long, 52-inch pipeline from one of its main gas processing facilities in Abu Dhabi’s Habshan to transport gas at a starting pressure rate of 78 barg and arrival pressure rate of 40 barg.
Adnoc Gas was understood to have allocated a capex budget of $680m for this feedstock pipeline, a core component of the Fujairah LNG facility, according to sources.
The project also requires designs for electric-powered rotary equipment and compressors instead of gas-fired units.
Previously, the following consortiums of contractors were understood to have formed for the main EPC contract tendering phase of the LNG project:
- Technip Energies (France) / JGC Corporation (Japan) / National Petroleum Construction Company (UAE)
- McDermott (US) / Saipem (Italy) / Hyundai Engineering & Construction (South Korea)
Adnoc’s plans to build a major LNG export terminal in Fujairah were understood to be the outcome of a pre-feasibility study that US-based KBR performed in 2020 – known as ‘Project Aladdin’ – to determine the most effective use of a plot of land that Adnoc owns in the UAE emirate that sits outside the Strait of Hormuz.
Major LNG producer
Adnoc Gas produces about 6 million t/y of LNG from its facilities on Das Island, located off the Abu Dhabi coast.
The company also supplies 1 billion cubic feet of gas a day to the UAE’s national grid. It is a gas and LNG provider to other utilities companies, portfolio players and commodity traders overseas.
Adnoc Gas’ supplies are exported from Das Island and Ruwais by Adnoc Logistics & Services, another Adnoc Group subsidiary.
Exclusive from Meed
-
What actually slows a gigaproject down9 September 2026
-
Jordan tenders advisory for wastewater treatment plant9 September 2026
-
Medina’s KEC signs real estate project development deal9 September 2026
-
Morocco signs agreement for synthetic fuel complex9 September 2026
-
Iraq solar package on track to come online in December9 September 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
-
What actually slows a gigaproject down9 September 2026

Ask anyone delivering a major programme in the GCC what causes delays and sequencing will come up early. Utilities go in too late. Approvals lag behind construction. Stations, depots and access roads are procured as if they belong to different projects rather than one system.
“None of this is new. The industry has understood these risks for years,” says Alan Caldwell, managing director for transport and infrastructure at WSP Middle East.
For Caldwell, that is what makes the pattern worth interrogating rather than simply restating.
“The more important question is why the same issues around interfaces, approvals, stakeholder alignment and delivery sequencing continue to slow major programmes when the risks are already so well understood,” he says.
The answer, he argues, is not that these programmes are too big or too technically complex. What breaks a schedule is a wider system delivered as a set of disconnected parts; an approval sitting with an authority team with no visibility of the construction sequence downstream; or a station package proceeding without the utilities diversion it depends on.
“Infrastructure programmes do not struggle because a railway is too large or a highway network is too complex,” Caldwell says. “They encounter difficulties when interconnected elements are delivered in the wrong order.”
Sequencing decisions are rarely purely technical either, he adds. They are commercial – shaped by which assets need to unlock value first, which phases are tied to funding, and where sales or investment assumptions depend on infrastructure landing in a particular order.
Approvals sit at the centre of that logic. On many programmes, they become one of the biggest sources of lost time – not because the requirements are unreasonable, but because approvals are not planned, evidenced or owned as part of the delivery logic from day one.
Caldwell has seen the same pattern across three decades of Gulf delivery, from early work on Palm Jumeirah to today’s region-wide transport programmes.
“The decisive factor has often been the same: whether interfaces, approvals, responsibilities and delivery sequencing are aligned early enough to prevent complexity becoming delay.”
Integration needs to be well understood
“Most programme teams in the region would say they understand the need for integration,” Caldwell says. Fewer are structured to deliver it. “The harder task is turning that understanding into the way projects are actually set up and managed,” he argues.
Riyadh Metro is the reference point he returns to, precisely because engineering complexity was not the deciding factor in its delivery.
Coordinating a city-scale transport system meant aligning design, construction, systems, utilities and stakeholder interfaces across every delivery vertical.
“The lesson for the region today is clear,” Caldwell says. “Ambitious programmes need a delivery model that gives every contributor a shared view of progress, risk, decision-making and the business case driving programme priorities.”
That shared view, he argues, will be what the next phase of Gulf delivery is judged on.
Whether clients, consultants, contractors, operators and approval authorities can work to a single delivery logic will be key.
“This requires more than coordination meetings. It requires integrated ways of working, shared common data environments and governance structures that make risks, decisions and dependencies visible before they become delays,” he says.
From reporting progress to managing risk before it lands
Digital tools have a role here, Caldwell says, but not as a headline in themselves.
Digital twins, programme visualisation and data-led modelling matter only if they help teams identify and address problems before they affect the wider programme.
“The real value is not technology for its own sake,” he says. “It is the ability to see, in one place, where approvals are outstanding, where interfaces are unresolved, where programme dates are slipping, where clashes are emerging and where decisions need to be escalated."
None of it works without governance behind it, he cautions. “A dashboard will not resolve a delayed approval if nobody knows who owns the decision, when it needs to be made, or how it should be escalated.”
Data only has value if the processes and responsibilities around it are clear, which is why Caldwell frames the shift the region needs not as digitisation, but as a move “from programme management as a discipline focused mainly on reporting and coordination, and towards project and programme intelligence”.
With many of the region’s programmes running for a decade or more, he adds, delivery models also need to flex as funding assumptions, user needs and policy priorities change along the way.
“The ambition behind the Gulf’s transformation programmes is not in question,” Caldwell says.
What will determine how much of it is realised on time is whether delivery models evolve at the same pace: earlier integration, clearer approval pathways, shared data environments, and every contributor working to a delivery logic that connects technical sequencing with the funding and operational case behind it.
“The region’s next challenge is not imagining bigger projects,” he says. “It is changing the way they are delivered, operated and adapted over time.”
https://image.digitalinsightresearch.in/uploads/NewsArticle/19502016/main.gif -
Jordan tenders advisory for wastewater treatment plant9 September 2026
The Water Authority Jordan (WAJ) has issued an invitation to prequalify for advisory services for the rehabilitation and expansion of the Shallala wastewater treatment plant in Irbid, northern Jordan.
The Shallala plant was commissioned in 2013 with a design capacity of about 14,000 cubic metres a day (cm/d).
The rehabilitation and expansion project will increase its treatment capacity to about 30,500 cm/d to meet projected wastewater flows through 2050.
The PIU Support and Construction Supervision Consultancy Services tender was released on 19 August.
The submission deadline is 21 September.
The consultancy will support the project implementation unit and provide construction supervision services for the project. The project has an estimated value of $69m and is being financed by the European Bank for Reconstruction and Development.
The planned works include rehabilitating the existing activated sludge and treatment units and constructing a new treatment train.
The scope also includes installing biogas combined heat and power units, improving sludge handling and dewatering systems, and installing odour control and chemical containment systems.
WAJ is also undertaking the upgrade and expansion of the Ain Ghazal wastewater treatment plant in Amman.
The existing facility had a capacity of 330,000 cm/d and is being upgraded to 726,712 cm/d to accept and treat expected incoming flows until 2045.
The local Arab Towers Contracting Company was appointed as the main contractor for the project last year.
READ THE SEPTEMBER 2026 MEED BUSINESS REVIEW – click here to view PDFNuclear power ambitions gather pace; Kuwait keeps dealmaking alive despite war; Region invests in raising gas processing capacity.
Distributed to senior decision-makers in the region and around the world, the September 2026 edition of MEED Business Review includes:
> AGENDA: Gulf nuclear revival takes shape> MARKET FOCUS: Kuwait keeps dealmaking alive under fire> INDUSTRY REPORT: Gas processing takes centre stage in Mena regionTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/19498520/main.jpg -
Medina’s KEC signs real estate project development deal9 September 2026
Medina’s Knowledge Economic City (KEC) has signed an agreement with Riyadh-based Kaden Investment Company to develop a mixed-use project in Medina.
The project will have an estimated gross floor area of about 230,000 square metres (sq m).
According to a statement filed by KEC with the Saudi Exchange (Tadawul), the project – called Multaqa Al-Madinah 2 – will be built on a 92,000 sq m plot located directly north of the first phase of the Multaqa Al-Madinah development.
It is expected to include about 1,527 residential units across three residential zones, along with commercial and office space totalling about 31,108 sq m of net leasable area.
It will also feature parking, recreational and service facilities, landscaping and other supporting infrastructure.
KEC and Kaden intend to deliver the project through a closed-ended real estate investment fund regulated by Saudi Arabia’s Capital Market Authority.
Under the proposed structure, KEC will contribute the land as an in-kind contribution and hold 75% of the fund units, while Kaden will contribute cash and hold the remaining 25%.
Kaden will also serve as the development manager.
KEC said the land has been initially valued at about SR692.3m ($184.6m), while the total equity required for the project is estimated at around SR833m.
Once final agreements are signed, KEC expects to receive SR67.7m in cash and fund units valued at approximately SR624.6m.
READ THE SEPTEMBER 2026 MEED BUSINESS REVIEW – click here to view PDFNuclear power ambitions gather pace; Kuwait keeps dealmaking alive despite war; Region invests in raising gas processing capacity.
Distributed to senior decision-makers in the region and around the world, the September 2026 edition of MEED Business Review includes:
> AGENDA: Gulf nuclear revival takes shape> MARKET FOCUS: Kuwait keeps dealmaking alive under fire> INDUSTRY REPORT: Gas processing takes centre stage in Mena regionTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/19492407/main.png -
Morocco signs agreement for synthetic fuel complex9 September 2026
Switzerland-based Synhelion has signed an agreement with the Government of Morocco with the aim of developing a large-scale commercial synthetic fuel plant in the country’s southern Tan-Tan province.
The memorandum of understanding (MoU) relates to a facility with the capacity to produce 100,000 tonnes a year of fuel, according to a statement released by the company.
Synhelion has secured land for the project site and established a subsidiary in Morocco to develop the fuel complex.
Gianluca Ambrosetti, one of Synhelion’s co-chief executives, said: “Morocco’s exceptional renewable energy resources and its clear industrial strategy make it an ideal location for scaling our synthetic fuel technology.
“With the MoU signed, the land reservation secured and our branch in place, we are moving from evaluation to execution and toward our first commercial-scale plant in the region.”
Synhelion specialises in producing hydrocarbon fuels using renewable energy. Its products include synthetic jet fuel, gasoline and diesel.
READ THE SEPTEMBER 2026 MEED BUSINESS REVIEW – click here to view PDFNuclear power ambitions gather pace; Kuwait keeps dealmaking alive despite war; Region invests in raising gas processing capacity.
Distributed to senior decision-makers in the region and around the world, the September 2026 edition of MEED Business Review includes:
> AGENDA: Gulf nuclear revival takes shape> MARKET FOCUS: Kuwait keeps dealmaking alive under fire> INDUSTRY REPORT: Gas processing takes centre stage in Mena regionTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/19489903/main.jpg -
Iraq solar package on track to come online in December9 September 2026

The 1,000MW solar photovoltaic project in Artawi – also called Ratawi – in southern Iraq is on track for its second phase to come online on 8 December, according to industry sources.
This phase has a capacity of 250MW and will bring the project’s total online capacity to 500MW.
The first phase of the project, also with a capacity of 250MW, came online in March this year.
The third and fourth phases, each with a capacity of 250MW, are expected to be brought online next year.
The solar project is part of the broader Gas Growth Integrated Project (GGIP), which has an estimated total value of $27bn and a first phase worth an estimated $10bn.
The solar project’s ownership differs from the headline GGIP ownership structure, with its ownership equally divided between France’s TotalEnergies and QatarEnergy.
The wider GGIP consortium includes TotalEnergies, Iraq’s Basra Oil Company and QatarEnergy, which hold stakes of 45%, 30% and 25%, respectively.
China Energy Engineering Corporation is part of a consortium that is executing the main engineering, procurement and construction contract for the project.
It announced that the first 250MW of capacity had been connected to the grid on 4 March this year.
The consortium also includes China Energy Engineering Group Tianjin Electric Power Construction Company and Chengdu-headquartered Southwest Electric Power Design Institute Company.
The project scope includes:
- Construction of a substation
- Installation of a 132kV booster station
- Installation of solar panels
- Installation of transformers
- Laying of transmission lines
- Construction of related infrastructure
In February 2025, Basra Investment Commission director Alaa Abdul Hussein said the solar plant had an estimated total value of $820m.
The GGIP programme is focused on developing four major projects in Iraq:
- The Common Seawater Supply Project (CSSP)
- The Ratawi gas processing complex
- The 1GW solar power project for Iraq’s electricity ministry
- A field development project at Ratawi, known as the Associated Gas Upstream Project (AGUP)
All four of these projects are currently under execution, though there have been some delays related to the regional war that started when the US and Israel attacked Iran on 28 February.
The conflict has caused significant disruption to shipping through the Strait of Hormuz, which Iraq uses to export crude oil and import equipment and materials for projects.
READ THE SEPTEMBER 2026 MEED BUSINESS REVIEW – click here to view PDFNuclear power ambitions gather pace; Kuwait keeps dealmaking alive despite war; Region invests in raising gas processing capacity.
Distributed to senior decision-makers in the region and around the world, the September 2026 edition of MEED Business Review includes:
> AGENDA: Gulf nuclear revival takes shape> MARKET FOCUS: Kuwait keeps dealmaking alive under fire> INDUSTRY REPORT: Gas processing takes centre stage in Mena regionTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/19489818/main.jpg
