Qatar revives its role as regional mediator
24 December 2023

In the closing months of 2023, Qatar definitively revived its reputation as a regional mediator by acting as intermediary in the negotiation of the temporary ceasefire between Israel and Hamas – bringing the Gulf nation full circle to the status it enjoyed prior to the 2017 diplomatic fallout in the Gulf.
The recent intercession by Doha builds on the long-standing self-positioning by the Gulf state as a neutral ground and place for dialogue in the region. It is also a product of the country’s coy strategic avoidance of publicly aligning itself with the US, Russia or China – at least in any way likely to stir criticism.
The start of Qatar’s journey to its current state of fierce political independence began in the 1990s and continued in the following decade, when Doha first began to cut its teeth in the conflict resolution arena.
Between 2008 and 2012, Qatar mediated peace or ceasefire deals in Lebanon (2008) – between the Lebanese government and Hezbollah – in Yemen (2010), in Darfur (2011) and in Gaza (2012).
In 2013, more than a decade after the US invasion of Afghanistan, Qatar allowed the Taliban to open an office in Doha – a move that would later pave the way for a role in arranging talks with the US ahead of the latter’s 2020 ceasefire with the Taliban and 2021 withdrawal from Afghanistan.
Qatar’s diplomatic and political credentials nevertheless took a hit during the 2017 diplomatic crisis in the Gulf – though even in this, Doha demonstrated agility and adroitness in its statecraft by quickly pivoting its relations and trade to the other regional powers: Turkiye and Iran.
Doha’s re-seizing of the initiative during the 2023 Israel–Hamas war follows a pattern not dissimilar to its role in US–Taliban talks, leveraging the presence of Hamas political representation in the country as part of a long-standing culturing of relations on both sides of the conflict.
Economic clout
Qatar’s geopolitical position and its broad latitude in picking and choosing its external relationships is rooted in its secure economic position, with its revenues pegged not to the vicissitudes of the oil price, but the market for gas – the fuel that is the darling of energy transition strategies from East to West.
The unremitting demand for Qatari gas has ensured double-digit current account and fiscal surpluses for the past two years and these are expected to continue for the foreseeable future.
This demand is also supporting ongoing investment in Qatar’s energy infrastructure, as shown by the May 2023 award of the $10bn engineering, procurement and construction contract for two new liquefied natural gas (LNG) trains on the North Field South project – following on from the similar $13bn LNG train award in February 2021 for the North Field expansion scheme.
Qatar’s exports are meanwhile predominated by long-term gas supply contracts that ensure that the revenue Doha receives is predictable, resilient to price fluctuations and highly immune to political disruption. Even in times of diplomatic tension, energy exports and imports are the least likely thing to be affected – since action on the part of energy importers would equally impact their own energy security.
A business-like approach is very much the overarching schema by which Doha’s non-committal politics are maintained. At the same time, Qatar’s cautious non-alignment with world powers has equally been no deterrent to developing strong bilateral ties with key poles of global influence such as the US.
Qatar’s geopolitical position and its broad latitude in picking and choosing its external relationships is rooted in its secure economic position
According to the US-Qatar Business Council, the US is Qatar’s single-largest foreign direct investor, with more than 850 US companies operating in the country.
This is in addition to Qatar’s hosting of Al-Udeid Air Base – the largest US military installation in the Middle East and an instrumental component of US power projection in the Gulf. The facility is also, in turn, a significant safeguard and security guarantor for Qatar.
New opportunities
There is also a certain intersection between Qatar’s non-committal politics and its commitment to sports – an ostensibly apolitical arena of soft power engagement. While the culmination of the Fifa World Cup Qatar 2022 is now in the past, the country is looking ahead to the 2030 Asian Games, among other events. In 2023 alone, Qatar played host to 14 major international sports events, and more than 80 events in total.
Doha will also be guided, as it heads towards the 2030 games, by the Qatar National Vision, which aims to transform the country into an advanced economy by the end of the decade.
In 2020, the government passed a new public-private partnership law and in 2021 allowed full foreign ownership of companies – both key spokes of a fresh foreign direct investment push by the country.
Doha’s energy ambitions also extend beyond gas. Qatar is pushing ahead with investment into the hydrogen industry with a view of capturing a share of the prospective global hydrogen market.
In 2022, QatarEnergy set in motion plans to build the world’s largest blue ammonia plant. Doha sees that in its future, just as in its present, the country’s positioning as a provider of the world’s energy of choice will also hold the key to its economic and political independence in the decades to come.

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Accor expects Dubai hotel recovery by mid-202717 July 2026

Paris-headquartered hotel operator Accor expects Dubai’s hotel market to return to pre-conflict occupancy levels by the end of the first quarter or early second quarter of 2027, with room rates lagging the volume recovery by several months.
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He said the arrival of the summer low season provided a degree of relief. “If there is a time to slowly slide out of this crisis, it is the right time, which is now. What I see going forward is that volumes will come back. You will not have the rates immediately that you had in January and February. By the end of Q1 or Q2 next year, I think you will get close to where we were.”
Luxury first
O’Rourke said the luxury and upper-upscale segment was likely to lead the recovery, consistent with the pattern observed after previous crises.
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Jean-Jacques Morin, group deputy chief executive at Accor (pictured right), said the UAE’s underperformance had been contained within Accor’s broader international portfolio that continued to grow.“The Middle East is about 10% of the network,” he said. “That also explains why my tone on the capability of the results is so positive – not only do you have the hedging across geographies, but it is also, in the end, only one part of the business.”
Rate outlook
Morin dismissed concerns that the conflict had structurally weakened Dubai’s pricing power, drawing a parallel with the period following Covid-19.
“When we came out of Covid, everybody said those prices would never hold. The question at every analyst call was always the same: your pricing strategy is unsustainable. Guess what? Nothing changed. The prices now, three or four years later, are still the same.”
He argued that consumers consistently prioritise travel expenditure when reallocating budgets. “What you see when the economy goes sideways is that people reallocate disposable income differently. People are basically redirecting the way they do things and keeping the same amount they want to spend, but spending it differently.”
Morin also said Dubai has a track record of outpacing expectations after previous disruptions. “The first part of the world, post-Covid, that came back to positive RevPAR was the Middle East – it was Dubai. People forget that. The capacity of this part of the world to rebound, and the capacity of the industry to rebound in general, is always misunderstood.”
No pullback
Accor said it had not paused or cancelled any development commitments in the region as a result of the conflict. “We did not change anything from a strategic perspective,” Morin said. “The last thing you want is to pull back, because this is going to rebound.”
The group has also used the period to accelerate planned refurbishments and redeploy staff across the region rather than reduce headcount.
“We have 380 hotels here – we are the largest player in the Middle East. Where we accelerated refurbishments, we were able to take key employees and move them to larger hotels elsewhere in the region. What people learned during Covid was the cost of layoffs afterwards – bringing people back and retraining them. There was a massive learning curve. This time, discussions with partners about layoffs were less challenging; it was more about accommodating staffing needs during that period,” O’Rourke said.
READ THE JULY 2026 MEED BUSINESS REVIEW – click here to view PDFStress test for Gulf aviation; Mixed performance as country outlooks diverge in the Levant; GCC tourism sector pivots from crisis to recovery mode.
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GCC downstream operators urged to seek used European equipment17 July 2026

The operators of downstream oil and gas facilities in the GCC that are rebuilding after attacks during the regional war are being advised by the insurance industry to procure used equipment from Europe, where a large number of petrochemical facilities have closed down over recent years.
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Nick Holland, the head of engineering for India, the Middle East and Africa at the US-based insurance broker Marsh, says that many downstream facilities carrying out repairs in the GCC could cut costs and reduce the time it takes to rebuild by making deals with companies in Europe.
“Many plants have shut down in Europe over the past five years,” he says. “These refinery and chemical-plant closures may create an opportunity for Gulf operators to acquire high-quality used equipment.
“We have some incredible demand in the Middle East to recover as quickly as possible, and I would certainly be encouraging operators to take the opportunity to procure second-hand equipment from facilities that have closed down in Europe.”
Earlier this month, Jim Ratcliffe, the chairman of the London-headquartered chemicals company Ineos, wrote an open letter to Ursula Von Der Leyen, the president of the European Commission, saying that the chemical industry in Europe is “highly stressed” and in the midst of a “closure phase”.
He said that nearly 200 European chemical plants had closed down during the past five years.
Holland says that companies in the GCC looking to minimise business disruption and rebuild as quickly as possible should reach out to companies in Europe to obtain equipment that would normally take a long time to procure from equipment manufacturers.
“A new large high-pressure reactor could have a lead time of approximately 110 weeks, so adapting an existing reactor could significantly accelerate recovery,” he says.
“Other possible items include pumps, compressors, rotating equipment and boilers.
“Reusing equipment is unusual but not unprecedented. Used equipment would require inspection, remaining-life assessment, re-engineering and confirmation that it is fit for the new operating conditions.”
Over recent months, there have been reports of downstream oil facilities being hit by Iranian attacks in Saudi Arabia, Kuwait, the UAE and Bahrain.
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Medina tenders Quba Mosque expansion17 July 2026

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The tender was issued earlier this month, with a bid submission deadline of 31 August.
MRDA has appointed local consulting firm Jasara as the project management consultant.
Jasara, in turn, has appointed London-based firm HKA to provide specialist procurement and delivery-model advice and to support the selection of a suitable contracting partner for the project.
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Quba Mosque is located about five kilometres south of the Prophet’s Mosque in Medina.
Project background
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Bahrain taps consultants for studying use of nuclear power17 July 2026

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Bahrain is exploring the use of nuclear power for domestic consumption as well as for potential export of surplus, with state energy conglomerate Bapco Energies tasked with studying the prospect of building a modular nuclear power plant.
According to sources, the proposed project is being led by BeVentures, the venture capital arm of Bapco Energies, which was launched in July 2024.
Under the plan being studied, power to be produced by the nuclear facility will be supplied mainly to major industrial complexes in the kingdom, such as Aluminium Bahrain (Alba) and Bapco Refining, for clean production of aluminium and refined products, respectively, in line with Bahrain’s ambition of achieving net-zero emissions by 2060.
BeVentures has, in turn, approached global consultancy firms such as Bechtel, Fluor, Kent, Technip Energies and Wood to assist with concept study and early-stage planning and assessment of the modular or small nuclear power project.
Bapco Energies and BeVentures are also considering tapping into private financing and/or equity partnerships, in part or in full, for the proposed project, sources told MEED.
Bapco Energies did not respond to MEED’s request for comment and additional information on the proposed modular nuclear project.
Mark Thomas, the group CEO of Bapco Energies, told MEED in an interview in April last year that BeVentures was considering investments in “ … new technologies that can both help existing business, as well as prepare … for the future, for the energy transition”.
“We’re looking at opportunities principally within our existing businesses around oil and gas production, refining and petrochemicals. But we’re also looking at elements that will prepare us for the future, more into renewables,” Thomas said, without explicitly mentioning nuclear power.
Case for nuclear power
Bahrain’s interest in exploring nuclear power has been driven primarily by the limitations of its hydrocarbon endowment. Given its small territorial size – about 786 square kilometres – Bahrain holds relatively modest hydrocarbon reserves compared with its Gulf peers.
The kingdom produces about 200,000 barrels a day (b/d) of oil, of which the Awali Field, also known as the Bahrain Field, contributes approximately 42,400 b/d.
Most of Bahrain’s crude production – about 145,000 b/d – comes from the offshore Abu Safah field, located in Gulf waters between Bahrain and Saudi Arabia and shared between Bapco Energies’ subsidiary Bapco Upstream and Saudi Aramco.
Bapco Energies has long pursued additional resources to boost oil and gas output. However, the discovery of the Khalij Al-Bahrain basin in 2018 – its biggest find in decades – has yet to live up to its promise. Initially estimated to hold 80 billion barrels of oil and 10-20 trillion cubic feet of gas, the find has not translated into production at the anticipated scale. Other, smaller exploration efforts with foreign players have also yet to yield the desired results.
The kingdom therefore remains heavily reliant on its larger neighbour, Saudi Arabia, for oil and gas supplies, importing about 350,000 b/d from Aramco via the AB-4 pipeline.
At the same time, given its environmental sustainability targets, other forms of renewable energy – mainly solar – are unlikely on their own to enable Bahrain to reach net zero by 2060.
Bapco Energies published emissions-reduction targets in July 2023, in one of the most detailed disclosures by any state energy enterprise in the GCC. It has also engaged advisers including Boston Consulting Group to help devise a strategy to meet its environmental goals, and Standard Chartered to support financing requirements.
Using 2017 as a baseline year, Bapco Energies has committed to reducing absolute Scope 3 emissions in Bahrain by 30% by 2035, and to reaching net-zero Scope 3 emissions by 2060.
In addition, Bapco Energies sets out net emissions-intensity reduction targets for Scope 1 and 2 – also using 2017 as a baseline – of 15% by 2025, 25% by 2030, 30% by 2035, 50% by 2040 and 75% by 2050, with the aim of achieving net-zero Scope 1 and 2 emissions by 2060.
Bahrain has been laying the groundwork to enable it to tap nuclear power for household and industrial needs in the future.
The kingdom is already operating under a Country Programme Framework (2024–29) with the International Atomic Energy Agency (IAEA), which establishes regulatory and safety benchmarks that must be in place before any commercial reactor construction begins.
In July last year, Manama also signed a civilian nuclear cooperation memorandum of understanding with the US. Financed under the US Foundational Infrastructure for Responsible Use of Small Modular Reactor Technology (FIRST) programme, the partnership provides Bahrain with technical support to develop secure, weaponisation-free civil nuclear infrastructure.
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Qatar seeks to establish new industrial area in Mesaieed16 July 2026
Qatar’s Ministry of Commerce & Industry and state enterprise QatarEnergy have signed an agreement to cooperate on evaluating and allocating hydrocarbon-derived resources to support the establishment of a new medium industries area in Mesaieed Industrial City.
Under the terms of reference signed between the parties, QatarEnergy will implement a governance mechanism for the allocation of hydrocarbon-derived feedstock to qualifying industrial investment opportunities for the proposed new medium industries area in Mesaieed Industrial City.
“The agreed terms of reference stipulate the evaluation and allocation of hydrocarbon-derived resources, natural gas, power and related natural resources to downstream derivative industrial investment opportunities,” QatarEnergy said in a statement.
“It will also ensure the optimal use of national resources and enhance the added value of the industrial sector by establishing a joint governance framework to evaluate and allocate resources required by qualified industrial investment opportunities,” it added.
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