Region prepares for circular plastics economy
23 June 2023

Representatives from the Gulf petrochemicals industry, plastics manufacturers and wider derivatives producers gathered at the Gulf Petrochemicals & Chemicals Association plastics conference in Saudi Arabia in May. There, it was agreed that while a “demonisation” of the plastics industry had indeed taken place, this was not entirely unjustified.
The Gulf region is a major producer of plastic products, among other petrochemicals derivatives. Furthermore, the GCC has been investing significantly in building large production complexes for petrochemicals – the basic feedstock for the manufacturing of plastics.
However, despite irresponsible plastics usage and wastage being major environmental pollution issues worldwide, only about 10 per cent of plastics are recycled at present. This is due to the variability of plastics waste, contamination and gaps in the existing infrastructure.
“Every person on this planet is probably horrified by the pictures of plastic objects floating in the ocean, wildlife entangled in or ingesting plastic and mountains of plastic on dump sites and littered everywhere,” says Martyn Tickner, chief adviser of circular solutions for Alliance to End Plastic Waste, an industry-funded non-profit organisation based in Singapore.
“Such pollution is a problem of lack of basic waste management. Three billion people – more than 35 per cent of the global population – are considered to lack access to adequate solid waste collection and properly managed disposal.”
Major pollution source
About half of global plastic waste is sent to landfill, about 20 per cent is incinerated, and the rest is either littered or burned in the open, causing severe pollution both on land and in the seas.
“Plastic, due to its non-biodegradable nature and potential toxicity, demands responsible usage and disposal,” says Hani Tohme, managing director – Middle East and head of sustainability in the Middle East and North Africa (Mena) region at Roland Berger, an international management consultancy headquartered in Germany.
“However, current consumption patterns – particularly the reliance on single-use plastics – coupled with often insufficient waste management infrastructure, lead to widespread environmental pollution.
“When not properly managed, plastic contributes significantly to land litter, marine pollution, and overall environmental degradation,” he says.
The need for recycling
Many of the severe environmental pollution problems arising from unsustainable plastics utilisation and the consumption of single-use plastics can be mitigated through the adoption of a circular plastics economy.
This is a system aimed at “reducing plastic waste globally”, say Devesh Katiyar, principal, and Jayanth Mantri, manager, at Strategy& Middle East, part of the PwC network.
“It involves products designed for recyclability, efficient collection and sorting of plastic waste, advanced recycling technologies and policies to promote recycling.”
They add that the scope of a circular plastics economy is global. “Annually, about 400,000 tonnes of plastic waste is traded globally, despite several restrictions. Driving circularity in plastics helps to reduce waste, conserve resources and avoid emissions and energy use associated with virgin plastics production, thereby promoting a sustainable and eco-friendly approach to managing plastics.”
Roland Berger’s Tohme adds that a circular plastics economy “disrupts the traditional linear model of ‘take-make-waste’ by adopting a restorative and regenerative approach”.
“This framework incorporates the principles of ‘reduce, reuse and recycle’, along with strategies for designing out waste and pollution, maintaining products and materials in circulation and regenerating natural systems.”
Developing a circular and low-carbon economy for plastics requires changes at every stage of the plastics value chain, both upstream and downstream, says Tickner.
“Upstream solutions are those that endeavour to reduce the magnitude of the problem through the elimination of unnecessary use, the adoption of more sustainable alternatives and the redesigning of supply chains and delivery models to encourage reuse.”
These solutions disrupt the root causes of today’s environmental crisis, he adds. “Reuse within the commercial, business-to-business supply chains – for example of packaging used to deliver from factory to warehouse – can be adopted quite quickly.”
Downstream solutions, meanwhile, are post-use. “Here, 100 per cent collection is a basic requirement to eliminate leakage into the environment,” Tickner explains.
The successful implementation of a circular plastics economy requires systemic changes and collaboration among stakeholders, including governments, businesses and consumers
Hani Tohme, Roland Berger
Open or closed loop
The plastics recycling process can be categorised as open-loop or closed-loop.
Open-loop recycling is typically mechanical – converting plastic waste into less demanding plastic applications or using it in other material economies, such as the construction industry.
Closed-loop recycling means returning plastic back into high-value plastic applications, either directly, through advanced mechanical or dissolution technologies, or back to chemicals feedstock via chemical recycling.
The technologies required to recycle almost all types of materials are available, or are rapidly emerging. As a result, overcoming the recycling challenge is primarily an issue of creating the right financial environment to enable major investment in the collection, sorting and recycling infrastructure.
The commercial case for plastics recycling
Role of governments
Regional governments and regulatory authorities will need to play a role in supporting the growth of the plastics industry, as well as in ensuring the effective and sustainable consumption of plastics.
“A circular plastics economy offers a transformative approach to addressing the plastic waste crisis, promoting economic growth while reducing environmental impact,” says Tohme. “However, the successful implementation of this model requires systemic changes and collaboration among stakeholders, including governments, businesses and consumers.”
Robust frameworks and proven best practices “play a pivotal role in guiding organisations to develop sustainable strategies, innovative business models and effective operational transformations, ultimately determining the success of their transition to a circular economy”, he says.
Strategy& Middle East’s Katiyar and Mantri note that governments and regulatory authorities can support the sustainable growth of the plastics industry in several ways.
“They can implement policies and regulations such as bans and taxes on single-use plastics, extended producer responsibility programmes and incentives for advanced recycling and imports of plastic waste destined for recycling.
“In addition, they can create global closed-loop supply chains and material marketplaces to gain access to feedstock. And they can develop infrastructure for the collection, sorting and recycling of plastic waste – both within the region and abroad,” they continue.
“The Mena region has the potential to attract investments of between $30bn and $40bn over the next two decades,
to build a truly world-class recycling infrastructure.”
The problems with plastics
Addressing the environmental impact of plastics
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Risk accelerates Saudi spending shift27 March 2026
Commentary
John Bambridge
Analysis editorThe headline story of Saudi Arabia’s project economy in 2026 is what is no longer being built: The Line deferred. The Mukaab suspended. Trojena stripped of its marquee event. Saudi Arabia’s construction sector is in a period of readjustment, pivoting away from prestige-driven capital expenditure towards deliverable priorities.
Operation Epic Fury changes none of this. The pivot was already under way following the Public Investment Fund’s board review in late 2024, which cut budgets across more than 100 investee companies by up to 60%. However, the Iran war has helped accelerate and clarify the shift.
Grasping the full picture of this pivot, it is less austere than it might appear. Project awards declined in 2025, but remained above historical averages, resulting in a net gain for the sector.
Activity generally remains strong. Saudi Arabia’s rail network is expanding on multiple fronts: the Jeddah Metro Blue Line has returned to procurement, while high-speed and national rail projects are advancing. Desalination capacity is forecast to nearly double by 2031, and wind power contract values surged by 175% in 2025. Saudi Aramco is maintaining high capital expenditure in 2026, focused on offshore projects and gas production.
These programmes may not attract the global attention of a 170-kilometre mirrored city, but they share something gigaprojects often lacked: a clear functional return. Water security, energy diversification, transport connectivity and domestic gas supply are the load-bearing infrastructure of a modern economy. The kingdom is now building that infrastructure again in earnest.
The closure of the Strait of Hormuz has made the strategic logic of this reorientation even harder to ignore. Glitzy projects do not secure borders. By contrast, a country that cannot guarantee the security of its export corridors is strongly incentivised to invest in infrastructure that supports its domestic economic base and strengthens resilience. Every desalination plant, rail link and gigawatt of renewable capacity reduces Saudi Arabia’s exposure to external shocks.
The medium-term direction was already clear: capital was being redeployed from speculative projects towards infrastructure with bankable returns. That rationale has now gained additional strategic weight.
As Saudi Arabia’s project economy matures, what is emerging is less photogenic but far more defensible: the infrastructure backbone that Vision 2030 always required, and that the kingdom’s exposure to regional instability now demands. The Iran war did not create this shift, but it has removed any remaining argument for reversing it.

MEED’s April 2026 report on Saudi Arabia includes:
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Remaking construction in Saudi Arabia27 March 2026

As the Public Investment Fund (PIF) took a leading role in developing projects following the launch of Vision 2030, it quickly realised that Saudi Arabia’s construction sector needed support if the kingdom was to achieve its broader economic ambitions.
The PIF’s National Development Division (NDD) is the entity tasked with building capacity and capability in the construction sector to support PIF projects and other strategically important schemes in the kingdom.
“Our job is to facilitate the development of the local value chains, which are essential to support the development and operations of PIF portfolio companies,” says Leyla Abdimomunova, head of real estate and construction, National Development Division, PIF.
The scale of this undertaking requires a multi-front strategy, targeting everything from consultancy services and contracting capacity to raw materials and advanced technologies.
“The focus is on design and construction services, building materials, construction equipment and the value chain for all things in construction technology. This work requires engagements with stakeholders within the PIF portfolio: development and contracting companies where PIF has a share,” says Abdimomunova. “We also work closely with governmental stakeholders – including the Ministry of Municipalities & Housing, the Ministry of Investment and the Ministry of Industry & Mineral Resources – alongside our private sector partners, to ensure alignment across the ecosystem.
“This collaboration approach is essential to addressing market challenges holistically and creating an environment where businesses can invest, grow and participate more effectively in Saudi Arabia’s development,” she notes.
Unified strategy
The integrated approach was born out of necessity.
“When we started this work five years ago, the initial challenge we dealt with was the shortage of the local supply of construction services and materials,” says Abdimomunova.
To bridge the gap, the NDD looked to both support local players and attract international firms.
“The focus was on the localisation of the supply chain, bringing the manufacturing capacity into the kingdom by either expanding the existing capacities of local players or installing new capacity together with local players, but also bringing foreign investments into the country to set up factories,” she says.
On the services side, the challenge was reputational. Riyadh had to convince the world’s best builders that the Saudi market had fundamentally changed. While courting global giants, the NDD also had to address the fragmentation of the domestic market.
“We found that there were two primary obstacles in our portfolio: a high concentration of contractors on one hand, and underutilised capabilities of the local contractors on the other hand.”
The challenge was moving the large number of small and medium-sized enterprises (SMEs) from the periphery to the core of the PIF’s portfolio of projects.
“In order to overcome these obstacles, a lot of focus was on attracting international contractors – those that were not working in the kingdom at the time – in order to expand and diversify the pool of contractors, while also putting a lot of effort into building up the capabilities within the local market,” Abdimomunova notes.
“The local contracting market is very fragmented. A large proportion of contractors are SMEs, and only the large Saudi contractors are predominantly known inside the kingdom.
“We put in place programmes to support the development of the medium-sized contractors and increase their visibility to our development companies,” she says.
A lot of effort went into making sure contractors have access to financing
Leyla Abdimomunova, National Development Division, PIFThe NDD has also introduced practical upskilling and financial tools. “We put in place a few tools, working together with ecosystem partners. For example, the Prequalification Platform, which was launched and is being operated with the Saudi Contractors Authority, [and] contractor upskilling bootcamps that have been delivered by our development companies to provide contractors with the basic understanding needed to be able to bid for projects.
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Indeed, addressing the finances of the construction sector was another critical area for the NDD.
By moving beyond traditional methods and practices, it has introduced more flexible liquidity options for the industry. “We launched the Contractor Financing Programme to expand access to financing and strengthen liquidity for contactors supporting Saudi Arabia’s development pipeline.
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Adjusting priorities
With the foundational work established, the NDD is now shifting its focus towards streamlining the experience for international companies and tackling the sector’s long-standing structural hurdles.
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“Going forwards, our work will go one level deeper, focusing on resolving structural challenges and strengthening the underlying enablers that support private sector participation.
“We are working closely with our partners across Saudi Arabia to ensure these improvements are sustainable, scalable and embedded not only within the PIF’s ecosystem, but across the broader national economy,” Abdimomunova concludes.
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Contractor appointed for Morocco grand stadium rail station27 March 2026
Moroccan construction firm Jet Contractors has won a contract to build a railway station at the Grand Stade Hassan II stadium in Benslimane, as part of the Kenitra-Marrakech high-speed rail project.
The estimated $45m deal was awarded by the Moroccan National Railways Office (ONCF).
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Redefining the region’s arbitration landscape27 March 2026

In the midst of increasing international investments and commercial transactions in the Middle East, arbitration remains a key component for the resolution of complex commercial disputes. Its effectiveness, however, depends not only on arbitral tribunals, but also on how national courts define their roles in oversight and enforcement.
Recent trends in the Middle East have shown a more disciplined judicial approach with a clearer delineation of roles between courts and arbitral tribunals.
Enforcement: a narrower approach
Enforcement of foreign awards has been a key area of development.
In the UAE, the Committee for the Unification of Federal and Local Judicial Principles ruled in Petition No. 1 of 2025 that an award shall be valid and enforceable provided the arbitrators sign only the final page. Referring to earlier Dubai Court of Cassation decisions (1), the Committee noted that procedural rules should not be used to defeat substantive rights and that legal procedures are meant to serve justice, not to create technical barriers.
The Dubai Court of Cassation adopted the same approach, confirming that arbitrators are not required to sign every page of the award and that issues already examined during arbitration, including signatory capacity, cannot be reopened at the enforcement stage. (2)
A similar emphasis on clarity can be seen in Saudi Arabia, where the Arbitration Law is currently under review, with the aim of modernising the legislative framework and enhancing predictability. The draft reform includes clearer provisions regarding court–tribunal interaction, permits courts to stay annulment proceedings or enforcement challenges for up to 60 days to enable tribunals to cure defects, and confirms that partial and interim awards have the authority of a final judgment and are directly enforceable.
The ADGM and Dubai Courts have also introduced a system of reciprocal enforcement of ratified arbitral awards without the need to re-examine the underlying award.
These developments therefore suggest a narrower approach and a reduced scope for expansive review at the enforcement stage.
Recent trends have shown a more disciplined judicial approach with a clearer delineation of roles between courts and arbitral tribunals
Judicial intervention: limits of review
Courts have also refined the scope of annulment and supervisory review.
The Abu Dhabi Court of Cassation clarified that annulment is not an appeal on the merits. Courts may not reweigh evidence or revisit a tribunal’s interpretation of the law. The grounds of annulment remain limited to the statutory grounds set out in the Federal Arbitration Law. (3)
Egyptian courts likewise limit grounds for annulment to exhaustively listed statutory grounds, excluding reassessment of the merits.
In the wider regional landscape, Morocco’s arbitration reform demonstrates a similar trajectory. The updated framework modernises the regime and clarifies the supportive role of domestic courts, reinforcing a structured balance between oversight and arbitral autonomy.
Across these jurisdictions, review powers are increasingly exercised within defined legal parameters rather than through re-examination of arbitral reasoning.
Public policy: a limited exception
Public policy continues to be a ground for refusing enforcement, but recent decisions suggest it is applied with greater restraint. For instance, in the UAE, the imposition of compound interest is not considered to be in contravention of public policy. (4) At the DIFC level, the Court specified that the refusal on public policy grounds is subject to a high standard and is only justified where enforcement would “violate the forum state’s most basic notions of morality and justice”. (5)
Saudi Arabia recognises sharia compliance and public policy as potential grounds for refusal. While rooted in the foundations of its legal system, they operate within defined statutory boundaries.
Public policy therefore functions as a defined safeguard rather than a vehicle for broad review.
Implications for cross-border activity
Where enforcement review is confined to the grounds set out in the New York Convention and annulment remains limited to statutory bases, the interaction between tribunals and courts becomes more predictable. In disputes involving assets across multiple states, this delineation contributes to greater certainty at the post-award stage.
The complementary role of the ICC
Institutional practice operates alongside these developments.
The ICC Court and its Secretariat ensure proceedings are conducted with care, independence, impartiality and integrity, in strict compliance with the Court’s obligations and duties under its rules. In doing so, the Court and the Secretariat monitor cases to safeguard due process and procedural fairness.
One of the distinctive features of ICC arbitration and a cornerstone of the Rules is the Court’s scrutiny of all draft awards. Such a process serves to enhance the quality of the award, improve its general accuracy and persuasiveness; and maximise its legal effectiveness by identifying any defects that could be used in an attempt to have it set aside at the place of arbitration or resist its enforcement elsewhere.
In complex, multi-contract and multi-jurisdictional disputes, this scrutiny plays an important role in safeguarding enforceability across different jurisdictions.
As courts continue to define the limits of intervention, institutional discipline and judicial oversight increasingly operate side by side, reinforcing confidence in arbitration across the Middle East.
1. Dubai Court of Cassation – Cases No. 109/2022 and No. 403/2020 2. Dubai Court of Cassation – Appeals Nos. 778 and 887 of 2025 3. Abu Dhabi Court of Cassation – Cases Nos. 1115/2024 and No. 166/2024 4. Dubai Court of Cassation – Appeals Nos. 778 and 887 of 2025 5. DIFC Court of Appeal’s decision dated 9 January 2025
About the author
Laetitia Rabbat is deputy counsel, ICC International Court of Arbitration, Abu Dhabihttps://image.digitalinsightresearch.in/uploads/NewsArticle/16145450/main.gif