meed-logo

line1 line2 line3
SIGN IN / REGISTER

Bechtel marks 80 years working in Saudi Arabia

21 June 2023

 

Register for MEED's guest programme 

Warren Bechtel founded the engineering company Bechtel at the end of the 19th century and, under five generations of family leadership, the firm has developed a reputation for taking on big projects. 

During the early 20th century, Bechtel worked on major projects across the US as it established itself as an economic superpower. 

Its most famous project during this period was the Hoover Dam, which Bechtel built as part of the Six Companies consortium.

The company then played a role in supporting US efforts during the Second World War, and before the end of the conflict it was contracted in 1943 to build the Ras Tanura refinery in what was then the little-known market of Saudi Arabia, where oil was just starting to be produced.

Making an impact

Bechtel found that Saudi Arabia was a market well suited to a company that works on big projects with a big impact. Today, Saudi Arabia is one of Bechtel’s largest markets after the US.

“We do projects. Yes, we are builders and engineers, but we are also trying to do projects that have a positive impact,” says Jake Mumm, senior vice-president of Bechtel. 

“We are selective about the projects we work on, and we try to find projects that have a long-term positive impact. If your goal is to have a positive impact in a community and to improve lives and livelihoods, then public infrastructure is what you should be doing. And if you are doing infrastructure, where is a better place in the world to do that?” 

Bechtel’s projects follow a lot of the economic and historical parallels of the country. 

After Ras Tanura, Bechtel was appointed to work on the first railroad in Arabia since Ottoman times and the Hejaz Railway. Then there were the kingdom’s early power projects, early telecommunications schemes and, in more modern times, oil and gas facilities such as Shaybah and Khursaniyah, Jubail Industrial City, Waad al-Shamal and Riyadh Metro.

“It is 300 projects and counting that Bechtel has done in the kingdom,” says Mumm. “I do not think of Bechtel as a multinational in the kingdom. I think of us as a local company because our largest population across all of our projects are Saudi nationals, so it is by Saudis for Saudi Arabia, and that is very important to us.”

Growing presence

Bechtel has over 2,500 employees working in the kingdom, of which close to 800 are Saudi nationals. More than 300 are women, of whom over 200 are Saudi women. 

“One of my biggest focuses is promoting gender diversity. We have something called Women@Bechtel, which is an employee-led group. 

“Our largest chapter for women outside of the US is here. It is all about helping women thrive in their careers,” says Mumm.

These totals will increase as Bechtel plays a leading role on some of the largest projects being delivered in the kingdom as part of Vision 2030. 

“We have two projects at Neom, which are project management consultancy (PMC) roles. One is on The Spine, which also includes a regional infrastructure component, which includes the roads and water. We are also doing the PMC scope at Trojena, which is a year-round Alpine resort with six clusters. 

“These two projects mean our largest concentration of professional staff in Saudi Arabia is now working at Neom,” says Mumm.

Working on projects in remote locations like Neom is typical for Bechtel.

“A lot of us spend big parts of our career on fly-in, fly-out arrangements. These are camp assignments, and it is something we are comfortable with,” says Mumm. “I spent about 40 per cent of my career living in camps in remote locations. Most recently, I was up at the Keeyask [hydropower project] in the Canadian Arctic, in Manitoba.”

Bechtel’s largest concentration of professional staff in Saudi Arabia is now working at Neom
Jake Mumm, Bechtel

Looking ahead

Bechtel will continue to take on new projects in the kingdom as it moves towards its next major milestone, 100 years in Saudi Arabia. 

One area of interest will be aviation. Over the past 80 years, Bechtel has worked on airports in Riyadh and Dammam, and with major new projects planned – such as King Salman International airport in Riyadh – there will be more opportunities for work in the aviation sector in the future. 

“We like the footprint that we have today. First and foremost, we want to deliver on the work that we have. Once that work is completed, we will replenish it with a similar backlog,” says Mumm. 

https://image.digitalinsightresearch.in/uploads/NewsArticle/10953099/main.gif
Colin Foreman

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

Click here to register
Exclusive from Meed
Related Articles
  • Hormuz crisis revives 1970s-style energy shock

    5 May 2026

    Commentary
    Colin Foreman
    Editor

    Read 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 PDF

    Global 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:
    To see previous issues of MEED Business Review, please click here

     

    https://image.digitalinsightresearch.in/uploads/NewsArticle/16685390/main.gif
    Colin Foreman
  • Brookfield to double down on Gulf investment

    5 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
    Colin Foreman
  • Oman seeks adviser for hydrogen-based IPP

    5 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 PDF

    Global 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:
    To see previous issues of MEED Business Review, please click here
    https://image.digitalinsightresearch.in/uploads/NewsArticle/16683857/main.jpg
    Mark Dowdall
  • NCP seeks firms for healthcare PPP project

    5 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
    Yasir Iqbal
  • Iranian drone attack on Fujairah oil hub injures three

    5 May 2026

    The UAE has accused Iran of attacking the country with a new barrage of missiles and drones, setting an oil facility ablaze in the emirate of Fujairah and wounding three Indian nationals.

    The UAE’s Ministry of Defence said its air defences “engaged” a total of 12 ballistic missiles, three cruise missiles and four drones launched from Iran on 4 May.

    The country’s Ministry of Foreign Affairs condemned “in the strongest terms the renewed terrorist, unprovoked Iranian attacks targeting civilian sites and facilities”.

    The foreign ministry statement added that the UAE will not tolerate any threat to its security and sovereignty, and warned that the country reserves the “full and legitimate right to respond” to the attacks.

    Earlier in the day, a crude oil tanker affiliated with Abu Dhabi National Oil Company (Adnoc) was hit by two drones in waters off the UAE and Oman, while transiting the Strait of Hormuz.

    The attacks on 4 May mark the first on the UAE since Iran and the US agreed to a ceasefire on 8 April, with peace talks remaining deadlocked.

    Iran has maintained a stranglehold on the strategic Strait of Hormuz, and the US has imposed a naval blockade in response.

    On 3 May, US President Donald Trump said the US would begin escorting ships through the strait from the following day. US Central Command said it would use guided-missile destroyers, more than 100 land- and sea-based aircraft, multi-domain unmanned platforms and 15,000 service members.

    Iran’s unified military command warned commercial ships against accepting the US offer and said American forces “will be attacked if they intend to approach and enter the Strait of Hormuz”.

    Fujairah Oil Industry Zone attacks

    The Fujairah Oil Industry Zone (FOIZ) has suffered at least half a dozen attacks since March, after the war between Iran and the US broke out on 28 February.

    Fujairah benefits from its strategic geopolitical location outside the Strait of Hormuz, through which about a fifth of the world’s oil and gas supplies normally passes.

    Major midstream oil and gas companies operate key storage and export hubs for oil and refined products in Fujairah, including Abu Dhabi National Oil Company (Adnoc Group), Saudi Aramco – through its subsidiary Aramco Trading – Vopak Horizon, VTTI, Shell, Fujairah Oil Terminal, Brooge Petroleum & Gas Investment Company (BPGIC), Emirates National Oil Company (Enoc), Ecomar, Mount Row and GPS Chemoil.

    Fujairah is crucial to the operations of Adnoc Group subsidiary Adnoc Onshore, which operates a main oil terminal (MOT) there. Located approximately 300 kilometres north of Abu Dhabi, the terminal facilitates the import and export of various crude oil grades, particularly Murban, from the company’s onshore and offshore fields.

    Additionally, the Abu Dhabi Crude Oil Pipeline (Adcop) connects milestone pole (MP) 21 at the Habshan oil facility in Abu Dhabi, where stabilised crude produced from Adnoc Onshore fields is gathered for dispatch, to the Fujairah MOT.

    BPGIC is an oil storage and services firm that was established in 2013 in Fujairah and started operations with a capacity of 400,000 cubic metres spanning 14 tanks. In March 2022, it announced its intention to increase the storage capacity of four of those storage tanks in the first phase complex.

    Separately, in September 2021, BPGIC began operations at the second phase of its Fujairah oil storage complex, adding 600,000 cubic metres of storage capacity across eight tanks. As a result of that expansion, BPGIC’s storage capacity more than doubled to 1 million cubic metres, or 6.3 million barrels, from 400,000 cubic metres.

    BPGIC then undertook a third expansion phase of its oil storage facility, which is understood to have been commissioned in 2023.

    The third phase increased BPGIC’s oil storage capacity by 3.5 times, raising it to 3.5 million cubic metres, or 22 million barrels, and making the firm the largest oil storage services provider in the UAE emirate of Fujairah.

    The third-phase expansion project consists of an oil storage facility with a capacity of 2.5 million cubic metres, a modular 25,000-barrel-a-day (b/d) refinery, and a larger 180,000-b/d conventional refinery.

    BPGIC also co-owns a topping refinery in Fujairah with Nigeria-based Sahara Energy Resources, which produces low-sulphur bunker fuel for ships and vessels. It is understood that the new naphtha upgradation unit could be integrated with the existing topping refinery unit.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/16683608/main.jpg
    Indrajit Sen