Qatar economy rebounds alongside diplomatic activity
13 January 2025

Qatar welcomed some 5.1 million visitors in 2024, the highest number on record and representing a 25% year-on-year increase. But the growing waves of holidaymakers have not been the only notable arrivals of late – regional political figures have also been showing up, as Doha resumes its efforts to resolve the Gaza conflict while also seeking to play a role in rebuilding Syria.
The diplomatic activity comes at a time when the broader economy is emerging from its post-World Cup slump. After the football tournament ended in 2022, there was something of a slowdown, as activity in the construction and services sectors eased off.
According to the Washington-based IMF, real GDP growth fell from 4.2% in 2022 to just 1.2% in 2023. In its latest report on the economy, published in early December, the IMF suggested the rebound had started, with GDP growth of about 2% in 2024/25.
Over the medium term, the IMF expects growth to rise to about 4.75%, helped by a significant expansion of LNG production.
Others take a similar view. On 7 January, Dubai-based bank Emirates NBD revised down its 2024 GDP growth forecast for Qatar to 1.7%, from 2% previously. But it said it expects growth to tick up to 2.6% this year and then accelerate to 4.8% in 2026, as more gas exports come online.
While hydrocarbons will continue to be the most important element of the economy for many years, tourism will play an increasingly important role in economic diversification efforts.
The country now has more than 40,000 hotel rooms – substantially more than the 31,000 permanent rooms in place when the football tournament was on (augmented by 100,000 temporary rooms on cruise ships and in fan villages and rented homes and apartments).
The number of visitors since the tournament has risen substantially: from 2.6 million in 2022, the figure rose to 4.1 million in 2023 and over 5 million last year. Many more travel through Hamad International airport, which handled almost 53 million passengers in 2024, some 15% more than the year before.
Citizens of more than 100 countries are eligible for visa-free entry to Qatar. That open-minded approach also informs the country’s diplomatic activities.
Diplomatic re-engagement
On 28 December, Prime Minister and Foreign Affairs Minister Sheikh Mohammed Bin Abdulrahman Al-Thani met a Hamas delegation led by Khalil Al-Hayya to discuss a potential Gaza ceasefire deal. Doha had shuttered its mediating efforts in early November, saying neither Hamas nor Israel were engaging seriously.
In January, the diplomatic activity stepped up further, as indirect talks mediated by Qatar resumed. David Barnea, the head of Israel’s Mossad intelligence agency, travelled to Doha, as did US President Joe Biden’s Middle East envoy Brett McGurk. Early reports suggest some progress was being made.
“There are extensive negotiations. Mediators and negotiators are talking about every word and every detail. There is a breakthrough when it comes to narrowing old existing gaps, but there is no deal yet,” one unnamed Palestinian official close to the talks told Reuters.
Activity relating to Syria has been even more pronounced. Unlike some other Gulf states, Doha had resisted the urge to normalise relations with Bashar Al-Assad in recent years, even as many observers assumed his regime had survived the revolution and would continue to hold power in Damascus indefinitely.
As other countries reopened their embassies, Qatar’s remained shuttered. That changed nine days after the Assad regime fell, when the Qatari diplomatic presence in Damascus reopened for business on 17 December. Khalifa Abdullah Al-Sharif was appointed as charge d’affaires.
The new Syrian regime led by Hayat Tahrir Al-Sham (HTS) appears warmly disposed towards Doha. Visiting the Qatari capital on 5 January, Syria’s Foreign Affairs Minister Asaad Al-Shaibani described Qatar as “a strategic partner”.
On 23 December, Minister of State at the Ministry of Foreign Affairs Mohammed Bin Abdulaziz Al-Khulaifi had travelled to Damascus, where he met HTS leader Ahmed Al-Sharaa (better known during the revolution by his nom de guerre Abu Mohammad Al-Julani) to discuss bilateral relations.
Among other things, Qatar has been helping to restart operations at Damascus International airport – international flights resumed on 7 January, with the first arrival coming in from Doha (the first departure went to Sharjah). Qatar, along with Turkiye, has also reportedly pledged to supply electricity-generating ships to provide 800MW of power to the country.
Al-Shaibani’s visit to Doha in early January was part of a wider tour of key Gulf capitals. While in Qatar, he called on Western countries to remove sanctions on his country, saying they “constitute an obstacle to the rapid recovery of the Syrian economy … We renew our demand for the United States of America to lift the sanctions to speed up the recovery and start building the new Syria”.
The following day, the US announced a six-month suspension of sanctions on dealings with the Syrian government. Senior European figures have indicated they could soon take similar steps. Among other things, relaxing sanctions could enable Doha and other Arab governments to help fund salaries for Syrian public sector employees.
The health of Qatar’s public finances means such support is easy to provide. The government has consistently run a budget surplus in recent years, and that is expected to continue. Emir Sheikh Tamim Bin Hamad Al-Thani approved the budget for 2025 in mid-December. It includes spending of QR210bn ($58bn) and revenues of QR197bn, pointing to a deficit of QR13bn.
However, UK-based Oxford Economics has pointed out that the figures were based on conservative oil price assumptions. The consultancy expects Doha to actually run a surplus of QR12bn for this year, down from QR25bn in 2024 but still substantial. “These projections underscore Qatar’s fiscal discipline and sustainable policies,” it said in a 19 December report.
Exclusive from Meed
-
Oil prices rise above $100 a barrel as conflict escalates9 September 2026
-
What actually slows a gigaproject down9 September 2026
-
Qatari firm wins $221m Qiddiya stadium MEP deal9 September 2026
-
Jordan tenders advisory for wastewater treatment plant9 September 2026
-
Consultants bid for Abu Dhabi light rail project management9 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
-
Oil prices rise above $100 a barrel as conflict escalates9 September 2026
Register for MEED’s 14-day trial access
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.
https://image.digitalinsightresearch.in/uploads/NewsArticle/19505512/main0138.jpg -
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 -
Qatari firm wins $221m Qiddiya stadium MEP deal9 September 2026

Register for MEED’s 14-day trial access
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.
https://image.digitalinsightresearch.in/uploads/NewsArticle/19501493/main.jpg -
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 -
Consultants bid for Abu Dhabi light rail project management9 September 2026

Register for MEED’s 14-day trial access
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.
https://image.digitalinsightresearch.in/uploads/NewsArticle/19493532/main.jpg