IMF downgrades Mena growth forecast
1 February 2024
The Washington-based IMF has revised down the expected real GDP growth figure for the Middle East and North Africa region for 2024 to 2.9%, down from the previous projection of 3.4% in its October economic outlook.
The downgraded growth forecast reflects, among other things, the deepening of the voluntary oil production cuts as part of a further Opec+ agreement in November, as well as the heightened instability in the region as a result of the war in Gaza and the Red Sea crisis.
The most recent agreement among the Opec+ members saw half a dozen countries agree to additional voluntary production cuts through to the end of Q1 2024 – in addition to the voluntary cuts announced in April 2023 and extended until the end of 2024.
The regional oil producers that agreed to these additional cuts were Saudi Arabia, Iraq, the UAE, Kuwait, Algeria and Oman, with the six countries collectively accounting for a 1.6 million barrel a day reduction in oil output, led by Riyadh, which alone cut 1 million b/d.
In the same update, the IMF revised down Saudi Arabia’s real GDP growth forecast for 2024 to 2.7%, down from a previous projection of 4.0% in its October economic outlook.
A week ago, the fund’s concluding statement to its Article IV consultation with Oman also saw it lower the growth forecast for that country to 1.4%, down from a previous forecast of 2.7% growth.
Both revisions reflect the country-level economic impact of these additional voluntary cuts, which will have an even greater impact on the fiscal side, cutting into government revenues and possibly spending.
Geopolitical impacts
The other major influence on the regional economy in the past three months has been the eruption of the war in Gaza and the Red Sea shipping crisis.
These twin events have had considerable impact on the most adjacent geographies, with the war in Gaza affecting economies across the Levant, as well as regional tourism, and the Red Sea crisis hitting trade.
In mid-December, a study commissioned by the UN Development Programme (UNDP) estimated that the economic cost of the war in Gaza on neighbouring Egypt, Jordan and Lebanon was set to exceed $10bn in 2023 alone and had the potential to push 230,000 more people into poverty.
It noted that the conflict was impacting consumption and trade and exacerbating the existing weak growth, high unemployment and fiscal pressure in the three countries.
Egypt has been acutely affected by both the impact on tourism and the fall in receipts from the passage of ships transiting through the Suez Canal – both major sources of revenue for the Egyptian government.
On 26 January, the UN Conference on Trade and Development (UNCTAD) estimated that weekly transits through the Suez Canal had fallen by 42% over the past two months, and that container ship transits specifically had plummeted by 67% as compared to one year previously.
However, the largest impact has been on liquefied natural gas (LNG) carriers, which have stopped altogether since 16 January, according to Jan Hoffmann, trade logistics chief at UNCTAD.
Cross-sector impacts
Tourism has also been severely impacted since the commencement of hostilities in October, with the significant tourism markets of Egypt and Jordan being subject to mass flight and hotel cancellations. For Lebanon, the regional economic crisis has merely compounded the already dire domestic economy crisis.
In the IMF’s January briefing, research department division chief Daniel Leigh noted that for Egypt, “despite strong tourism performance overall in 2023, there’s been a slowdown since the start of the conflict in Gaza, in Israel, with hotel bookings clearly coming down.
“Now, on top of that, there’s the escalation and the Red Sea attacks, which may impact, and are impacting, foreign exchange inflows. That’s about $700m a month, a very important source of foreign currency for Egypt.”
Leigh said the uncertainty of the situation was already impacting investment prospects, creating an even more urgent need for additional financing to enable reforms and bring inflation down to restore growth.
The IMF is currently in discussions with Cairo over the provision of additional financing to the Egyptian government in the form of an Extended Fund Facility (EFF) from the fund alongside a reform programme.
More broadly, the IMF has assessed that the shockwaves from the war in Gaza have already caused current accounts across the region to deteriorate and given rise to $30bn in additional financing needs among Arab states outside of the Gulf, with further fallout expected if the conflict drags on.
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Oil prices rise above $100 a barrel as conflict escalates9 September 2026
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Oil prices rose above $100 a barrel on 9 September for the first time since July as the US-Iran conflict escalated and Iran-backed Houthi forces attacked Saudi energy infrastructure.
Brent crude futures reached $100.95 a barrel, while US benchmark West Texas Intermediate (WTI) rose to $95.60. Brent had last traded above $100 on 24 July.
The latest escalation has heightened concerns about oil supplies from the region, with shipping through both the Strait of Hormuz and the Red Sea facing disruption.
Flows through the Strait of Hormuz had fallen below 2 million barrels a day (b/d) from about 8-9 million b/d before the latest escalation, according to Rystad Energy.
At the same time, Houthi attacks on Saudi Arabia threaten another important route for oil exports, with the group targeting energy infrastructure and shipping in and around the Red Sea.
US strikes on Iranian tankers
US forces destroyed five Iranian crude oil carriers on 8 September after Iran’s Islamic Revolutionary Guard Corps (IRGC) targeted a US Navy warship with ballistic missiles.
The US Central Command (Centcom) said the warship successfully evaded two Iranian attacks and that no US personnel were harmed.
Four of the Iranian vessels – Kaviz, Charminar, Horizon 1 and Riesco – were struck in the Gulf of Oman, while the Derya was attacked near Kharg Island, Iran’s main crude export hub.
The M/T Riesco subsequently sank in the Gulf of Oman, according to Centcom.
Iran responded by launching ballistic missiles towards Jordan. Jordan’s armed forces said 18 of 20 missiles were intercepted, with the remaining two falling in unpopulated areas.
Iran’s IRGC also said it had attacked two US naval vessels, eight oil tankers and 10 other vessels in the Gulf, although it did not identify the vessels or provide evidence of the attacks.
The latest exchanges mark a further escalation in the US-Iran conflict, which began on 28 February.
Houthi attacks raise supply concerns
The conflict has also widened into a renewed confrontation between Saudi Arabia and Yemen’s Iran-backed Houthi movement.
On 8 September, Saudi authorities said Houthi attacks had targeted civilian and economic sites in Abha, Khamis Mushait, Jazan and Najran in the south of the kingdom, injuring 73 people.
Saudi Arabia’s Ministry of Energy said several energy sector facilities and installations had been targeted, causing fires and forcing a temporary halt to some operations.
The Houthis said their attacks were in response to Saudi military action in Yemen, including what they described as attacks on Houthi positions and a Saudi blockade of ports and airports.
Riyadh condemns attacks
Saudi Arabia has strongly condemned the Houthi attacks and warned that it would take measures to defend its territory and national assets.
In a statement on 8 September, the Ministry of Energy said authorities were working to address the impact of the attacks and ensure the safety of facilities and personnel while maintaining operations in accordance with approved plans.
Saudi Arabia’s Ministry of Foreign Affairs also condemned the attacks and said the kingdom had the right to take measures to defend its sovereignty and protect its citizens, residents and national assets.
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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”.
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“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.”
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Qatari firm wins $221m Qiddiya stadium MEP deal9 September 2026

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Qatari contractor Elegancia MEP, part of Estithmar Holding, has won a SR829m ($221m) mechanical package contract for the Prince Mohammed Bin Salman Stadium in Qiddiya, Saudi Arabia.
The contract covers full mechanical, electrical and plumbing (MEP) works for the stadium, and is Elegancia MEP’s largest award in Saudi Arabia to date.
The 45,000-seat stadium will feature a fully combined retractable pitch, roof and LED wall.
The stadium’s main construction works are being undertaken by a joint venture of Spanish firm FCC Construction and local firm Nesma & Partners.
Saudi gigaproject developer Qiddiya Investment Company awarded an estimated SR15bn ($4bn) deal to build the stadium in October 2024, as MEED exclusively reported.
The contract covered the construction of a multipurpose stadium on top of the 200-metre-high Tuwaiq cliff in the new sports and entertainment district of Qiddiya City.
Once completed, the stadium will be the home ground for Saudi Pro League football clubs Al-Nassr and Al-Hilal.
US-based architect Populous is the project consultant.
The stadium is one of the venues for the kingdom’s 2034 Fifa World Cup bid and will host events such as the Saudi King Cup, the Asian Cup and the 2034 Asian Games.
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Jordan tenders advisory for wastewater treatment plant9 September 2026
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The PIU Support and Construction Supervision Consultancy Services tender was released on 19 August.
The submission deadline is 21 September.
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Consultants bid for Abu Dhabi light rail project management9 September 2026

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Abu Dhabi Transport Company (ADTC) has issued a request for prequalification (RFQ) notice to consultants for a contract for project management engineering consultancy services for the first phase of the light rail transit network, also known as ADT4.
The notice was issued on 7 September, with a submission deadline of 9 November.
The project’s first phase will span 19 kilometres (km) and include 23 stations, connecting Zayed International airport (AUH) with nearby areas, including Yas Island, Al‑Raha Beach and Khalifa City.
The key sections of the tram are:
AUH to Yas Island: The tram will start from Terminal A at AUH and run through the Yas tunnel to Yas Gateway Park. It will serve areas including Yas Bay, Media Zone, Yas Plaza, Yas Drive, Yas Mall, Sea World and Water Edge.
This section covers 13km and includes 13 at-grade stations and one underground station.
Al-Raha: This section will stretch for 4.3km and run along Al-Raha Street. It will serve areas including Al-Zeina, Al-Muneera and Al-Bandar, towards the Aldar head office. The section will include seven at-grade stations.
Etihad Plaza: This section will pass the Etihad Aviation Training Centre and span about 1.7km. It will feature a main depot near the Etihad Airways headquarters, along with two at-grade stations.
The tender also covers the procurement of 25 trams, each with a capacity of 270 people, along with associated systems.
The project was officially launched at the GlobalRail exhibition in Abu Dhabi in October last year.
Referred to as Abu Dhabi Tram Line 4, the project will be delivered in three phases.
Construction of the first phase is expected to start next year. The tram is slated to begin operations by 2030.
Future phases will extend towards Khalifa City and serve additional destinations across Yas Island.
The project forms a key part of the recently announced AED170bn ($46bn) package of national transport and road projects to be implemented by 2030.
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