Contractors take on more work in 2025
30 April 2025

Contractors in the region have increased their orderbooks in the past year as the GCC’s key construction markets – Saudi Arabia and the UAE – have continued to award major contracts.
In Saudi Arabia, the rate of growth has not matched that experienced in 2023-24, which suggests that the market is reaching saturation at time when client bodies are assessing their future spending plans.
In the UAE, the value of projects that contractors are working on has increased significantly, which reflects the start of public works schemes such as the Dubai Metro, as well as the ongoing boom in real estate, which has allowed developers to start work on an array of new building projects.
Top performers
Based on data from regional projects tracker MEED Projects, the GCC’s most active contractor is Saudi Arabia’s Nesma & Partners, with $13.9bn of work at the execution stage. While it remains the top-ranked contractor, the total value of projects it has at the execution stage has dropped from the $15bn total it had in 2024.
While Nesma & Partners remains the top-ranked contractor in 2025, the total value of projects it has at the execution stage has dropped
In 2024, Nesma was ahead of the second-ranked contractor by $5bn – Italy’s Webuild had $10bn of projects under execution last year. This year, the contractor in second place, Beijing-based China State Construction Engineering Corporation, is just $300m behind Nesma with $13.5bn. China State has grown strongly over the past five years, as it has expanded its presence in Saudi Arabia significantly and is now the second-ranked contractor in the kingdom.
Turkiye’s Limak, which is in third position, is also close behind with $12.9bn of projects under execution. Limak has added the Dubai Metro Blue Line project to its existing work on Kuwait International airport.
There are five other Saudi firms in the top 10, which reflects the kingdom’s status as the region’s largest construction market, and the ambition and scale of its infrastructure spending and gigaprojects programme.
The other Saudi contractors in the top 10 are Almabani in fourth place with $8.5bn of projects; Shibh Al-Jazira, which also has $8.5bn of projects, in fifth; and El-Seif Engineering Contracting in sixth with $8.3bn of projects under execution.
Al-Bawani then follows in eighth position with $7.3bn of projects, and Saudi Binladin Group rounds out the top 10 with $6.5bn of projects in 10th place.
The other contractors in the top 10 are Abu Dhabi-headquartered Trojan General Contracting, which is in seventh place with $8bn of projects, and Dubai-based Alec, which has secured ninth place in the ranking with $6.8bn of work at the execution stage, spilt between its home market in the UAE and Saudi Arabia.
Alec is reportedly considering an initial public offering, which is another sign of how well the construction sector is performing in 2025.
Bahrain
The top two contractors in Bahrain’s ranking in 2025 remain the same. China Machinery Engineering Corporation (CMEC) retains the top spot with $700m of work at the execution phase. The Chinese contractor’s work centres on building residential units at East Sitra for the Housing & Urban Planning Ministry. In July 2024, it signed a deal to build 1,269 houses for the third phase of the scheme.
The third phase adds to the project’s second phase, which has 531 units and was handed over in early 2024. The first phase, which has 1,077 units, has also been handed over. The housing ministry signed a BD260m ($689.9m) deal with CMEC for the construction of more than 3,000 housing units at East Sitra in December 2019.
Al-Hamad Building Contracting remains the second-ranked contractor. Its largest project is the longstanding Villamar residential complex at Bahrain Financial Harbour in Manama for Gulf Holding Company.
Grnata joins the top 10 in third position. Its largest ongoing project is the Golden Gate Towers scheme in Manama for the Grnata Group, which involves the construction of two towers, one with 45 and the other with 53 storeys, that together will have a total of 746 apartments.
Grnata edges out Nass Contracting, which was in third place in 2024. Nass drops down the ranking despite two high-profile contract awards. In May 2024, its joint venture with Nassir Hazza & Bros won a BD37.2m contract for the construction works on package three of the Busaiteen Link scheme for the Works Ministry.
Nass also won a $45m contract in June 2024 for the expansion of the campus of the Royal College of Surgeons in Ireland-Medical University of Bahrain in the Al-Sayh area of Muharraq Governorate.
Kuwait
For the second year running, Turkiye’s Limak Holding has strengthened its position at the top of Kuwait’s ranking. The contractor has $6.1bn of construction work at the execution stage, according to MEED Projects. This is about $500m more than the $5.6bn it had in 2024.
In October 2024, Limak was one of the contractors that secured work as part of more than KD400m ($1.3bn) of road maintenance works contracts that were awarded by the Public Works Ministry to 18 local and international companies.
The road work adds to Limak’s ongoing works at Kuwait International airport. In 2023, it secured a contract for package three of the expansion of Terminal 2, which covers the construction of aircraft parking aprons, taxiways and service buildings.
China Gezhouba Group Corporation is in second position. In March this year, it won two contracts worth over $557m from Kuwait’s Public Authority for Housing Welfare for the South Saad Al-Abdullah residential project in Al-Jahra Governorate.
China Gezhouba Group Corporation’s rise to second place shifts Shapoorji Pallonji into third place. The Indian contractor is working on two healthcare projects and one education scheme in a joint venture with the local Al-Sager General Trading & Contracting, which is also working on $1.4bn of projects at the execution stage.
Oman
The local Galfar Engineering & Contracting topped Oman’s 2024 ranking with $900m of work at the execution stage. In 2025, there are seven contractors in Oman that have more than $900m of construction work under execution, which reflects an increased level of projects activity across the sultanate.
Galfar remains the top-ranked contractor in 2025 with $2.5bn of work at the execution phase.
Last year, as part of a consortium with Abu Dhabi-based National Projects Construction, National Infrastructure Construction Company and Tristar Engineering & Construction, it won an estimated $1.5bn design-and-build contract for the Hafeet Railway project connecting the sultanate with the UAE. It also won a $119.5m contract from the Transport, Communication & Information Technology Ministry for the dualisation of the road connecting the city of Nizwa and the nearby town of Izki.
The overall uptick in projects activity in Oman has meant that the 10th-ranked contractor in 2025 has $500m of work at the execution stage compared to just $200m for the 10th-ranked contractor in 2024.
Qatar
UCC Holding leads the Qatar ranking in 2025. The local firm was ranked the fifth most active contractor in 2024 with $1.2bn of projects at the execution stage. That total has increased to $1.3bn this year, and with the Qatar construction market remaining subdued after the Fifa World Cup in 2022, it is enough to take UCC to the top of the ranking.
The contractor’s main ongoing projects are part of the country’s public-private partnership schools scheme. Earlier this year, it signed an estimated $330m deal covering the design, build and maintenance of 14 schools in several areas of Qatar.
UCC Holding also has two major road schemes under execution for the Public Works Authority (Ashghal). UCC is in a joint venture with Infraroad Trading & Contracting Company for both projects.
The first contract, valued at $170m, covers the construction of the roads and infrastructure works in Al-Mearad and southwest of Muaither. The other, valued at $150m, covers the construction of roads and infrastructure works in the Al-Kharaitiyat and Izghawa areas of Doha.
UCC replaces Turkiye’s TAV Construction and the local Midmac Contracting Company, which jointly held the top ranking position in 2024 with $1.4bn of projects at the execution phase thanks to the terminal expansion programme at Hamad International airport.
The expansion, which has added 51,000 square metres of space to the airport, including eight new gates, opened in February this year.
Saudi Arabia
There was an expectation in 2024 that Saudi Arabia’s contractor ranking would be transformed in 2025 as development activity accelerated on projects across the kingdom.
While activity in the kingdom continues, the pace of awards has levelled off as the government and the Public Investment Fund (PIF) have begun to prioritise projects. This drive to rationalise the projects market can be seen in the contractor ranking for 2025.
Like last year, Nesma tops the list, with $13.9bn of work at the execution stage. This total is less than the $14.7bn of projects that the local contractor had in 2024.
China State Construction Engineering Company is in second with $9.3bn of projects under execution. The Beijing-based contractor has risen up the ranking from 10th place last year, when it had $3.9bn of projects under execution.
The largest new contract that the firm has secured in the past year is a $3bn scheme to deliver 2,000 housing units for the National Housing Company at several locations in the kingdom.
China State is joined in the top 10 in 2025 by another Chinese contractor: China Harbour Engineering Corporation, which is in 10th place with $5.6bn of work. One of its recent wins was in June last year, when it secured an $800m contract in joint venture with Al-Ayuni Investment & Contracting for the construction works on the second southern ring road in Riyadh.
China Harbour replaces Greece’s Archirodon, which has dropped out of the Saudi top 10 in 2025. The other contractors in the 2025 top 10 ranking remain from 2024.
UAE
There is no change at the top of the UAE contractor ranking, as Abu Dhabi-based Trojan General Contracting once again leads in 2025. The firm has $7.2bn of projects under execution this year, compared to $6.2bn in 2024.
There have been significant changes to the companies making up the rest of the ranking, however, and to the value of projects that contractors have under execution. This reflects a shift in the market in 2024, as government-backed infrastructure projects moved into construction.
In 2024, the second-ranked contractor was Abu Dhabi-based National Marine Dredging Company with $3.1bn of projects under execution – a total that would not even make the top 10 in 2025. This year, it is the fifth-ranked contractor, with $4.7bn-worth of projects.
In 2025, the second-ranked contractor is Turkiye’s Mapa with $6bn of projects – thanks largely to a contract it secured in December 2024 for the Blue Line extension of Dubai Metro. Mapa is joined by China’s CRRC Corporation in third place and Turkiye’s Limak in fourth, which are also working on the Blue Line project.
Abu Dhabi-headquartered Arabian Construction Company is the sixth-ranked contractor with $4.5bn. The firm, which specialises in high-end building projects, returns to the top 10 amid reports that it is planning to list on the stock market with an initial public offering.
The other contractors in the UAE’s top 10 listing are Beijing-based China State Construction Engineering Corporation, India’s Sobha, UK-headquartered Innovo and the local Alec.
Alec has dropped from fourth position in 2024 to 10th this year, despite increasing the value of projects under execution from $2.6bn to $3.3bn, which reflects how much contractors’ orderbooks have filled up over the past year.
Exclusive from Meed
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Managing risk in the GCC construction market19 December 2025
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Diriyah signs land lease deal with King Saud University19 December 2025
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Kuwait to sign Mubarak port agreement next week19 December 2025
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Metito consortium wins Mecca sewage scheme19 December 2025
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Morocco awards $1bn Casablanca airport terminal deal19 December 2025
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Managing risk in the GCC construction market19 December 2025

The scale and complexity of construction projects under way in the GCC region has attracted global attention. And while large-scale project announcements continue to dominate the headlines, the underlying risks – insufficient financing, harsh contract clauses and a tendency to delay dispute resolution – are often overlooked.
Around the region, many contractors are experiencing difficulties once projects have started because they mistakenly believe they have the necessary in-house skillsets to navigate these complex issues.
MEED has convened a panel of construction consultants and specialists to develop a checklist to help contractors and subcontractors operating in the region to navigate the market’s challenges as the sector moves into 2026.
The proactive steps are aimed at positioning a company so that it can maximise recovery and mitigate threats posed by unresolved claims and poor commercial or contractual administration.
Systemic risk
The regional market is characterised by several systemic issues that amplify risks for contractors.
The fundamental problem is finance. Projects frequently suffer because they are not fully financed from the start, which places financial strain on contractors. This problem is then compounded by the region’s traditional contractual environment, which means disputes are typically not finalised until well after jobs have been completed, creating cash flow problems for contractors, particularly near the end of such projects.
Further financial strain is created by unconditional performance guarantees and retention. The combined requirement for advance payment bonds, a 10% performance bond and sometimes 5%-10% retention represents a significant draw on contractors’ cash flow. The growing tendency of employers to pull bonds further exacerbates the situation.
Many contractors sign up to one-sided contracts so as to secure more work, rather than challenging their employers. Key contractual issues include:
> Unrealistic timelines: Contractors set themselves up to fail by accepting unrealistic timescales on projects, despite the knowledge that the work often takes twice as long.
> Deficient design: A major risk, particularly on high-profile projects, is a lack of specification and design progress. Many contracts, such as the heavily modified Silver Book – a standard contract published by the International Federation of Consulting Engineers (Fidic) for turnkey engineering, procurement and construction projects – presuppose that the contractor has sufficient information to design, build and deliver, even when there is substantive information missing, which renders lump-sum pricing obsolete and inevitably leads to dispute.
> Lowest-bid mentality: Contractors often fail to factor necessary commercial support from legal and claims specialists into their tender figures, making their bid appear more competitive but leaving them without a budget to seek help until it is too late. As a result, projects are managed with budgets that are barely sufficient, rather than being run properly to a successful conclusion.

Supply-chain erosion
The quality and capacity of the subcontractor market, particularly in the mechanical, electrical and plumbing (MEP) field, has eroded significantly.
Some major MEP players have closed or left the market due to underpricing, prompting contractors to call in their performance bonds. This means the region is receiving progressively lower quality for increasingly higher costs, further straining the delivery phase for main contractors.
The risk of subcontractor insolvency is increasing and must now be considered a primary project risk. Contractors should monitor financial health, diversify subcontractor dependencies, challenge allocated resources and secure step-in rights wherever possible.
Many Silver Book contracts in the GCC now include heavily amended, employer-friendly clauses that push design and ground-risk even further onto the contractor – often beyond what Fidic intended. These amendments require careful review and firm pushback.
The GCC remains a market of opportunity, but success in 2026 will belong to contractors that combine disciplined tendering, transparent commercial governance and early issue resolution. Optimism is not a strategy; preparation is.
A 10-point checklist for contractors in 2026
1. Mandate contractual due diligence: Invest time and money into a thorough contract review before signing. Be prepared to challenge harsh clauses, particularly those unfairly allocating risk, such as unknown conditions and full design responsibility. Assume that bespoke rather than standard amendments govern your entitlement. Treat the special conditions as the real contract.
2. Factor commercial support into the budget: Do not omit the cost of essential commercial support from the tender, such as quantity surveyor teams, quantum and delay specialists, legal review and claims preparation. Even if not visible in the front-line figures, this cost – which could be as low as 0.01% of the project value – must be factored in to ensure a budget for early and continuous engagement.
3. Prepare a realistic baseline programme: Stop committing to programmes just to fit the tender. Develop a realistic programme from the start, identifying risks and including necessary code books to track delays early. Consider commissioning an independent programme review at the tender stage – this is common internationally and reduces later arguments about logic, durations and sequencing.
4. Confirm project funding: Ensure that the project financing is fully in position before starting work. Many problems stem from projects that are only partially financed, leading to cash running out near completion. Gone are the days of not asking employers for greater transparency when it comes to funding projects.
5. Establish a strong commercial and claims function: This is where commercial management starts. Set up systems to ensure contractual compliance, including seven-day claim notifications. Variations are inevitable, and proper substantiation is required to secure entitlement – if it is not recorded, it cannot be recovered. Diaries, cost records and notice logs remain the foundation of entitlement.
6. Seek early specialist engagement: Prevention is better than a cure. Bring in specialists early to examine time and cost issues before problems arise. Consultants can provide advice, help set up the correct commercial systems and prevent the escalation of unresolved issues.
7. Adopt an old-school approach to claims management: Technology is useful, but nothing beats resolving issues face to face. Engage directly with the employer’s team regularly to negotiate and agree claims early. This manages the client’s expectations when it comes to budgeting and allows the contractor to secure cash flow sooner. A simple early-warning culture – even when not contractually required – prevents surprises and builds trust with the client.
8. Avoid wasting resources: Focus claims efforts only on events that are actually recoverable and demonstrably critical. Contractors often waste time chasing things that will not be recoverable. Prioritise issues that are both time-critical and clearly fall under the employer’s risk – everything else should be logged but not pursued aggressively.
9. Upskill internal teams: Use specialist involvement as an opportunity to upskill your in-house commercial team. Have them sit alongside specialist consultants to learn proper commercial and contractual administration processes, creating a lasting work-culture benefit.
10. Push for faster dispute resolution: When a dispute arises, advocate for a swift resolution mechanism like adjudication, mediation or expert determination to temporarily resolve cash flow issues. Dispute adjudication boards are intended to give quick, interim decisions. However, if not set up from the start of the project, the process becomes protracted – sometimes taking many months – so fails to provide the cash-flow relief contractors urgently need. Where clients resist adjudication, propose interim binding mediation or expert determinations, or failing this, milestone-based dispute workshops – anything that accelerates getting cash back on site. MEED would like to thank Refki El-Mujtahed of REM Consultant Services (refki@rem-consultant.com; www.rem-consultant.com) for facilitating this article, as well as the following co-contributors:
Aevum Consult | Lawrence Baker | lawrence.baker@aevumconsult.com | www.aevumconsult.com
Decerno Consultancy | Lee Sporle | leesporle@decernoconsultancy.com | www.decernoconsultancy.com
Desimone Consulting | Mark Winrow | Mark.Winrow@de-simone.com | www.de-simone.com
Forttas | Derek O’Reilly & Martin Hall | derek.oreilly@forttas.com & martin.hall@forttas.com | www.forttas.com
IDH Consult | Ian Hedderick | ian.hedderick@idhconsult.com | www.idhconsult.com
White Consulting | Nigel White | nigelwhite@whiteconsulting-me.com | www.whiteconsulting-me.com
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Diriyah signs land lease deal with King Saud University19 December 2025
Saudi Arabia gigaproject developer, Diriyah Company, has signed a long-term land lease agreement with Riyadh Valley Company, an investment arm of King Saud University.
Diriyah Company will lease 552,000 square metres (sq m) of land from King Saud University for a period of 70 years.
The deal will enable the company to add the land bank to its second phase of the Diriyah Project, which is also known as DG2.
The agreement was signed by Diriyah Company's Group CEO, Jerry Inzerillo, and the acting president of King Saud University and Riyadh Valley Company chairman, Ali Masmali.
Diriyah Company is already developing the area adjacent to King Saud University. In April, it awarded an estimated SR4bn ($1.1bn) contract for a utilities relocation package for the King Saud University project located in the second phase of the Diriyah Gate development (DG2).
The contract was awarded to the joint venture of Beijing-headquartered China Railway Construction Corporation and China Railway Construction Group Central Plain Construction Company.
The scope of the contract covers the design, construction and relocation of KSU's utilities and administration offices, as well as the construction of a district cooling plant, water storage facilities, a sewage treatment plant, a natural gas plant, a diesel transfer pumping station, a utility tunnel, irrigation water storage tanks, office buildings, warehouses and maintenance workshops.
In addition to KSU, DG2 will feature residential developments, hotels, an opera house, the Saudi Museum of Contemporary Art, six academies, an arena and a mosque.
The Diriyah masterplan envisages the city as a cultural and lifestyle tourism destination. Located northwest of Riyadh’s city centre, it will cover 14 square kilometres and combine 300 years of history, culture and heritage with hospitality facilities.
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Kuwait to sign Mubarak port agreement next week19 December 2025
Kuwait and China are expected to sign the agreement to develop the subsequent phases of Kuwait’s Grand Mubarak Port next week.
According to media reports, the announcement was made by Kuwait’s Public Works Minister Noura Al-Mashaan on Thursday.
The contract value is estimated to be about KD1.2bn ($4bn).
In May, Beijing-headquartered China Harbour Engineering Company, a subsidiary of China Communications Construction Company (CCCC), signed an early contractor involvement (ECI) agreement with Kuwait to develop the next phases of the project.
The initial works include surveying, investigation, hydrological observation, geophysical exploration, testing, model testing, process simulation, design review, owner inspection, preliminary design of sand-retaining embankments, and on-site services and management.
The project launch ceremony was held in mid-April. It was attended by several high-profile representatives from Kuwait and China, including Fu Xuyin, China’s vice-minister of the Ministry of Transport, Zhang Jianwei, the Chinese ambassador to Kuwait, and Nora Mohammad Al-Mashaan, Kuwait’s minister of public works.
In January, MEED reported that Kuwait’s cabinet had approved a bid from China Communications Construction Company to implement all stages of its Mubarak Al-Kabeer Port project.
The country ramped up its efforts on the project after meetings between Kuwaiti and Chinese officials in June last year.
In 2023, the two countries signed a memorandum of understanding to develop port infrastructure.
Phase one of the project cost $1.2bn and was completed in 2014.
The project’s first phase included site levelling and the development of a marina, quay walls, berths, a navigational terminal and port buildings.
The port is not operational because the phase one works did not include vital equipment such as cranes.
It is understood that the completion of phase two will allow the port to start operations.
The full scope for phase two of the project is expected to include:
- Construction of loading and unloading facilities
- Construction of quay walls and reclamation
- Construction of the container yard and the back of the port
- Infrastructure works
- Construction of buildings
- Construction of a container terminal
- Construction of associated facilities
- Installation of safety and security systems
A third phase is also planned to further expand the port.
The latest developments follow a series of agreements signed in September 2023 to deliver some of Kuwait’s immediate development goals for 2024-28. These agreements will position Chinese companies to play a leading role in the Fourth Kuwait Master Plan 2040.
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Metito consortium wins Mecca sewage scheme19 December 2025
A team comprising Metito (UAE), Etihad Water & Electricity Company (UAE) and SkyBridge Company (UK) has been awarded a contract to develop the Hadda independent sewage treatment plant (ISTP) project in Mecca Province, Saudi Arabia.
The contract was awarded by Saudi Water Partnership Company (SWPC), the kingdom’s principal off-taker for water and wastewater public-private partnership (PPP) projects.
The project will be developed on a build-own-operate-transfer basis and is expected to begin operations in 2028, followed by a 25-year operating term.
The plant will provide an initial treatment capacity of 100,000 cubic metres a day and will feature a treated sewage effluent (TSE) reuse system with a storage tank and a 38-kilometre pipeline designed to handle 350,000 cubic metres a day.
Earlier in December, MEED reported that the team had been named preferred bidder at a levelised tariff of SR2.354 ($0.63) a cubic metre.
SWPC selected the Miahona-led consortium as the reserve bidder for this project with the second-lowest submitted bid of SR2.599($0.69) a cubic metre.
According to SWPC, the TSE reuse system accounted for 31% of the preferred tariff for the Arana ISTP and 27% for the Hadda ISTP.
In March last year, SWPC signed a 25-year water-purchase agreement with a team comprising the local Miahona Company and Belgium-based Besix for the contract to develop and operate the Al-Haer ISTP in Riyadh, as part of the third batch of the kingdom’s ISTP programme.
Four months later, the Saudi-listed Power & Water Utility Company for Jubail & Yanbu (Marafiq) joined the developer consortium.
The Miahona/Besix team offered to develop the project for SR1.9407 ($0.5173) a cubic metre, while the second-lowest bid, from a team comprising Spain’s Acciona and the local Tawzea, was SR2.2041($0.588) a cubic metre.
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Morocco awards $1bn Casablanca airport terminal deal19 December 2025
Morocco’s National Airports Office (ONDA) has awarded a MD12bn ($1.2bn) contract to build the new terminal at Casablanca’s Mohammed V International airport.
The contract was awarded to the joint venture of local firms Societe Generale des Travaux du Maroc (SGTM) and Travaux Generaux de Construction de Casablanca (TGCC).
Construction work on the Mohammed V International airport expansion is expected to begin immediately.
The project is slated for completion in 2029.
The expansion will cover more than 600,000 square metres (sq m) and increase the airport’s capacity to 30 million passengers a year.
The project is designed by a consortium comprising the local branch of French engineering firm Egis Batiment International, Morocco’s Ala Concept and UK-based RSHP Architects.
The scope of work covers preparatory works, structural works, waterproofing, steel structural works, building facades, electrical, mechanical and plumbing (MEP) works, data centre works, HVAC systems and other associated works.
The tender also covers the construction of a 300-key airside hotel.
The new terminal is expected to be ready in time for the 2030 Fifa World Cup, which Morocco is co-hosting alongside Portugal and Spain.
ONDA tendered the project contract on 4 November, with a bid submission deadline of 16 December, as MEED reported.
In July, ONDA began early works on the new terminal building, awarding an estimated MD294m ($29m) deal for enabling works to local firm Societe de Travaux Agricoles Marocaine.
In January, Morocco’s Transport & Logistics Minister, Abdessamad Kayouh, said that the study to expand the airport’s capacity was nearing completion.
The project is part of Morocco’s MD42bn ($4.3bn) plan to expand key airports in anticipation of increased passenger flow for the 2030 football World Cup.
Morocco plans to upgrade several airports, including those in Tangier, Marrakech and Agadir, increasing their respective annual passenger capacities to 7 million, 16 million and 7 million.
There are also plans to add a new terminal at Rabat-Sale airport, raising its capacity to 4 million passengers annually, and to increase Fez airport’s capacity to 5 million passengers annually.
The new terminal at Mohammed V International airport will be connected to a high-speed train network linking Kenitra to Marrakech.
READ THE DECEMBER 2025 MEED BUSINESS REVIEW – click here to view PDFProspects widen as Middle East rail projects are delivered; India’s L&T storms up MEED’s EPC contractor ranking; Manama balances growth with fiscal challenges
Distributed to senior decision-makers in the region and around the world, the December 2025 edition of MEED Business Review includes:
> AGENDA 1: Regional rail construction surges ahead> INDUSTRY REPORT 1: Larsen & Toubro climbs EPC contractor ranking> INDUSTRY REPORT 2: Chinese firms expand oil and gas presence> CONSTRUCTION: Aramco Stadium races towards completion> RENEWABLES: UAE moves ahead with $6bn solar and storage project> INTERVIEW: Engie pivots towards renewables projects> BAHRAIN MARKET FOCUS: Manama pursues reform amid strainTo see previous issues of MEED Business Review, please click herehttps://image.digitalinsightresearch.in/uploads/NewsArticle/15287093/main.jpg
