Iraq’s energy sector steadily expands
15 May 2023
MEED's latest coverage on Iraq's energy projects market includes:
> PIPELINE STOPPAGE: Turkiye yet to respond to Iraqi oil request
> CHEMICALS: Iraq continues technical studies for $8bn chemical project
> UPSTREAM DEVELOPERS: No place like Iraq for international oil firms
> OIL TRAINS: Key Iraq oil project units arriving in third quarter
> GAS: Iraq gas project on track for commissioning this year
> INVESTMENT: Total deal could lead to project boom in Iraq
> RUMAILA FIELD: BP and PetroChina prepare to award Iraq oil contract

Iraq's oil and gas projects market has steadily expanded over recent months, with the total value of the country's active oil, gas and chemical projects rising by nine per cent since the start of 2020.
As of 2 May 2023, Iraq’s active oil, gas and chemical projects were worth an estimated $143.9bn, up from $132.2bn on 7 January 2020, according to data collected by the regional project-tracking service MEED Projects.
Over the period, in nominal terms, the country’s energy project market expanded by $11.7bn, which is far larger than some of its regional competitors, but also lagging behind some key markets that are continuing to see a dramatic expansion in project activity.
In terms of energy project market expansion, Iraq has outperformed countries such as Algeria, Kuwait and Libya.
Countries that have performed far better than Iraq include Egypt, Qatar, Saudi Arabia and the UAE.
Over the period, energy project activity has surged in Saudi Arabia, which overtook Iraq to become the region’s largest market for hydrocarbon projects in mid-2022.
Since the start of January 2020, the total value of Saudi Arabia’s active oil, gas and chemical projects has increased by $61.3bn, rising from $112.7bn to $174.1bn.
Over the same period, the total value of Egypt’s active oil, gas and chemical projects sector has expanded by $46.6bn, according to MEED Projects, rising to $136.1bn.
Nations such as Saudi Arabia and Egypt have made ground on Iraq in terms of the size of their energy project markets, partly by taking advantage of Europe’s efforts to shift away from Russian energy imports.
They are also investing in hydrocarbon and chemical technologies that will likely see increased demand during the ongoing global energy transition, such as upstream gas production, the production of the precursors to plastics, and ammonia production.
Political uncertainty
While Iraq has seen its energy projects market steadily expand, it has missed out on the dramatic growth seen in Saudi Arabia and Egypt due to a range of factors.
A key factor that has hobbled Iraq’s expansion over recent years has been political instability and an inability to make critical policy decisions regarding the country’s economy.
In 2022, the caretaker government failed to pass a budget amid political wrangling. The interim parliament, which had limited access to funds, passed a $17bn emergency package called the Food Security and Development Bill, but was not mandated to make important decisions about major projects.
Multi-year budget
From a political perspective, there is reason to be more optimistic about Iraq’s ability to make future investment decisions due to the finalisation of a three-year budget law in March this year.
A draft budget of ID197.82tn ($152.17bn) was announced for 2023, with an agreed operational expenditure of ID150.27tn ($115.59bn), and an investment expenditure of ID47.55tn ($36.58bn).
The budget is drafted to allow it to be repeated in 2024 and 2025. It is the first time an Iraqi government has drafted a multi-year budget, having typically passed one-year budgets.
Ahead of the budget agreement, Iraq made a string of major project announcements. These include plans to revive the $8bn Nebras petrochemicals complex in Basra.
The multi-year budget should also allow for more strategic projects to pass over the coming months, allowing Iraq to adapt to changing market conditions, including the global energy transition and shifting dynamics in Europe and Asia.
Iraq has already signalled that it is looking to modernise its downstream oil sector, improving the complexity of existing refineries and building new facilities.
Gas projects
In terms of gas sector projects, progress will likely be made on existing projects to capture gas from oil fields that would otherwise be flared. More projects of this type could be announced shortly.
Iraq and its international partners are likely to prioritise these projects because they provide increased gas supplies and new revenue streams and have a positive environmental impact.
Iraq-Turkiye tensions
Although the political outlook is improved by the increased certainty regarding annual budgets, the country’s energy projects market could experience growing disruption over the coming months due to tensions between Iraq’s federal government, the Kurdish Regional Government (KRG) and the government of Turkiye.
At the end of March, in the wake of a ruling by the International Chamber of Commerce Court of Arbitration last month, the oil export pipeline that extends from the north of Iraq to the Turkish port of Ceyhan was shut down.
The pipeline is a key export route for Iraq. When operating normally, it transports 400,000 barrels a day (b/d) from Iraqi Kurdistan and 70,000 b/d from the rest of Iraq.
On 4 April in Baghdad, Iraqi Prime Minister Mohammed al-Sudani and the Prime Minister of the Iraqi Kurdistan Region, Masrour Barzani, signed a temporary agreement designed to restart oil exports from the north of the country.
Despite this, after more than a month, oil exports via the pipeline are yet to resume.
The lengthy stoppage and lack of clarity over when exports will recommence have cast a shadow across Iraq’s oil sector, forcing oil fields in the north of the country to seal wells and stop production and putting the future of planned upstream projects in doubt.
While there remains a cause for concern regarding political stability in Iraq, the fundamentals for the country’s oil and gas sector remain sound.
Iraq's state-owned oil companies and their international partners have shown in the past that they can negotiate difficult political and security situations, and the country will likely be able to continue to steadily grow its energy projects market over the months to follow.
MEED's June 2023 special report on Iraq includes:
> GOVERNMENT: Sudani makes fitful progress as Iraq's premier
> ECONOMY: Iraq hits the spend button
> POWER: Iraq power projects make headway
> UPSTREAM DEVELOPERS: No place like Iraq for international oil firms
> CHEMICALS: Iraq continues technical studies for $8bn chemical project
> SOLAR: Total continues 1GW Iraq solar talks
> TRANSPORT: Baghdad approves funds for metro and airport projects
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“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.”
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Medina’s KEC signs real estate project development deal9 September 2026
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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.
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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.
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- Construction of related infrastructure
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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.
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