meed-logo

line1 line2 line3
SIGN IN / REGISTER

Syria makes progress towards reunification

24 April 2025

 

Following the ousting of Bashar Al-Assad in late 2024, President Ahmed Al-Sharaa has rapidly consolidated power in Syria. He has transitioned from a militant and political outsider into a credible leader increasingly recognised in the region and on the world stage.

Within Syria, Al-Sharaa faces political, economic, military and civil challenges in pulling the country back together again. In recent weeks, a prominent focus has been the reunification of Syria’s fractured security landscape through the negotiated dissolution and integration of smaller rebel factions into a centralised military structure under the Ministry of Defence.

Rebel disbandment

Most recently, the new government brokered the dissolution of the Eighth Brigade, a 3,000-strong rebel group based in the southern city of Daraa that had waged an insurgency against the government of Bashar Al-Assad since 2018.

That outcome proved a relief to the government after its trustworthiness in talks was thrown into doubt by the chaos that erupted in Syria’s coastal region on 6 March as Islamist groups committed massacres against Alawite civilians in revenge over attacks by Assad loyalists.

On 9 March, Al-Sharaa appointed a committee to report on the violence, determine its perpetrators and theoretically hold them to account. That move caused some murmurings within his own ranks, but externally it showed the president’s commitment, in principle, to justice.

It also appeared to serve the political imperatives of the moment. Just a day later, on 10 March, the reassured Kurdish- led Syrian Democratic Forces (SDF) – representing tens of thousands of trained soldiers – signed a deal to integrate its forces into the national army.

The deal marked perhaps the most significant step towards national reunification so far, promising to restore to government control a swathe of northeastern Syria and its oil fields that has been largely lost to Damascus since the 2014 invasion by the Islamic State.

The integration of the SDF into the national military also appears to have been accepted by the US, which had been supporting the SDF military as an independent force in the northeast of the country, but has now announced the planned staggered withdrawal of its stationed troops.

Al-Sharaa has been making his rounds of the region in a diplomatic blitz aimed at shoring up regional support for his new government

Broader priorities

Alongside reconsolidating and restructuring the country’s military and security apparatus, Al-Sharaa’s main priorities are foreign affairs and economic policy. These two areas go hand in hand, given that removing international sanctions is key to reviving Syria’s economy.

In late March, Al-Sharaa entrenched his authority by enacting a new constitutional declaration, announcing a new transitional government and granting himself sweeping executive powers, including the right to appoint a third of the legislature and select judges for the constitutional court.

The cabinet was also broadened and reshuffled to address concerns over the lack of representation from minority communities. Individuals from the Alawite, Druze and Christian communities, as well as one woman, were appointed to ministerial positions.

The move further witnessed the replacement of the formerly appointed justice minister Shadi Al-Waisi, whose elevation embarrassed the government after 2015 videos surfaced of him presiding over street executions by morality police as part of the then Nusra Front. His removal was another reassuring step for observers that the government is attuned and reactive to constructive criticism.

With the right signals sent, Al-Sharaa has been making his rounds of the region in a diplomatic blitz aimed at shoring up regional support for his new government. He is likely also aiming to put the right words in the right ears, in the hope that they filter through the Gulf’s power lobbying system to the US.

Already on 30 January, just a day after Al-Sharaa became president, Qatar’s Emir Sheikh Tamim Bin Hamad Al-Thani flew to greet the man who displaced Al-Assad – a goal also long pursued by Doha. On 2 February, Al-Sharaa then took his first trip abroad to meet Saudi Crown Prince Mohammed bin Salman.

Some other regional governments have been more reticent to launch into renewed relations, but have increasingly come on board.

This includes Iraq, which, hesitant over Al-Sharaa’s past militant activity against Baghdad, only arranged a meeting between the Syrian president and Prime Minister Mohammed Shia Al-Sudani on 17 April in Doha – ultimately driven by shared security imperatives. Al-Sudani also invited Al-Sharaa to attend the upcoming Arab summit in Baghdad in May.

On 14 April, the equally green Lebanese Prime Minister Nawaf Salam also met with Al-Sharaa in Damascus – no doubt keen to address the recent border clashes between the two countries. A day earlier, Al-Sharaa was in Abu Dhabi to meet Sheikh Mohamed Bin Zayed Al-Nahyan, rounding out his visits to the key power brokers and budget holders in the Gulf.

Between all of these meetings, Al-Sharaa appears to have ingratiated himself with the region’s other leaders with remarkable rapidity and ease. A year after the Arab League reaccepted him in May 2023, Al-Assad had made little comparable progress.

For world leaders weary from years of dithering by Al-Assad’s government, which was unable or unwilling to even acquiesce to the Gulf’s most basic request – to stem the flow of the drug captagon from within Syria’s borders – Al-Sharaa is at least a partner who can do that and achieve far more besides. 

For years, it has been the case that a reunified Syria and a rebuilt Syrian economy would lift the entire Levant region and any Gulf investors with it. The appetite in the region to see it succeed has been there. All that has been missing is a suitable partner in Damascus to move forward with.

https://image.digitalinsightresearch.in/uploads/NewsArticle/13747658/main.gif
John Bambridge

Register for MEED's guest program now to access this article.

Click here to register
Exclusive from Meed
Related Articles
  • Managing risk in the GCC construction market

    19 December 2025

     

    The scale and complexity of construction projects under way in the GCC region has attracted global attention. And while large-scale project announcements continue to dominate the headlines, the underlying risks – insufficient financing, harsh contract clauses and a tendency to delay dispute resolution – are often overlooked.

    Around the region, many contractors are experiencing difficulties once projects have started because they mistakenly believe they have the necessary in-house skillsets to navigate these complex issues.

    MEED has convened a panel of construction consultants and specialists to develop a checklist to help contractors and subcontractors operating in the region to navigate the market’s challenges as the sector moves into 2026.

    The proactive steps are aimed at positioning a company so that it can maximise recovery and mitigate threats posed by unresolved claims and poor commercial or contractual administration.

    Systemic risk

    The regional market is characterised by several systemic issues that amplify risks for contractors. 

    The fundamental problem is finance. Projects frequently suffer because they are not fully financed from the start, which places financial strain on contractors. This problem is then compounded by the region’s traditional contractual environment, which means disputes are typically not finalised until well after jobs have been completed, creating cash flow problems for contractors, particularly near the end of such projects.

    Further financial strain is created by unconditional performance guarantees and retention. The combined requirement for advance payment bonds, a 10% performance bond and sometimes 5%-10% retention represents a significant draw on contractors’ cash flow. The growing tendency of employers to pull bonds further exacerbates the situation.

    Many contractors sign up to one-sided contracts so as to secure more work, rather than challenging their employers. Key contractual issues include:

    > Unrealistic timelines: Contractors set themselves up to fail by accepting unrealistic timescales on projects, despite the knowledge that the work often takes twice as long.

    > Deficient design: A major risk, particularly on high-profile projects, is a lack of specification and design progress. Many contracts, such as the heavily modified Silver Book – a standard contract published by the International Federation of Consulting Engineers (Fidic) for turnkey engineering, procurement and construction projects – presuppose that the contractor has sufficient information to design, build and deliver, even when there is substantive information missing, which renders lump-sum pricing obsolete and inevitably leads to dispute.

    > Lowest-bid mentality: Contractors often fail to factor necessary commercial support from legal and claims specialists into their tender figures, making their bid appear more competitive but leaving them without a budget to seek help until it is too late. As a result, projects are managed with budgets that are barely sufficient, rather than being run properly to a successful conclusion.

    Supply-chain erosion

    The quality and capacity of the subcontractor market, particularly in the mechanical, electrical and plumbing (MEP) field, has eroded significantly. 

    Some major MEP players have closed or left the market due to underpricing, prompting contractors to call in their performance bonds. This means the region is receiving progressively lower quality for increasingly higher costs, further straining the delivery phase for main contractors.

    The risk of subcontractor insolvency is increasing and must now be considered a primary project risk. Contractors should monitor financial health, diversify subcontractor dependencies, challenge allocated resources and secure step-in rights wherever possible.

    Many Silver Book contracts in the GCC now include heavily amended, employer-friendly clauses that push design and ground-risk even further onto the contractor – often beyond what Fidic intended. These amendments require careful review and firm pushback.

    The GCC remains a market of opportunity, but success in 2026 will belong to contractors that combine disciplined tendering, transparent commercial governance and early issue resolution. Optimism is not a strategy; preparation is. 

    A 10-point checklist for contractors in 2026

    1. Mandate contractual due diligence: Invest time and money into a thorough contract review before signing. Be prepared to challenge harsh clauses, particularly those unfairly allocating risk, such as unknown conditions and full design responsibility. Assume that bespoke rather than standard amendments govern your entitlement. Treat the special conditions as the real contract.

    2. Factor commercial support into the budget: Do not omit the cost of essential commercial support from the tender, such as quantity surveyor teams, quantum and delay specialists, legal review and claims preparation. Even if not visible in the front-line figures, this cost – which could be as low as 0.01% of the project value – must be factored in to ensure a budget for early and continuous engagement.

    3. Prepare a realistic baseline programme: Stop committing to programmes just to fit the tender. Develop a realistic programme from the start, identifying risks and including necessary code books to track delays early. Consider commissioning an independent programme review at the tender stage – this is common internationally and reduces later arguments about logic, durations and sequencing.

    4. Confirm project funding: Ensure that the project financing is fully in position before starting work. Many problems stem from projects that are only partially financed, leading to cash running out near completion. Gone are the days of not asking employers for greater transparency when it comes to funding projects.

    5. Establish a strong commercial and claims function: This is where commercial management starts. Set up systems to ensure contractual compliance, including seven-day claim notifications. Variations are inevitable, and proper substantiation is required to secure entitlement – if it is not recorded, it cannot be recovered. Diaries, cost records and notice logs remain the foundation of entitlement.

    6. Seek early specialist engagement: Prevention is better than a cure. Bring in specialists early to examine time and cost issues before problems arise. Consultants can provide advice, help set up the correct commercial systems and prevent the escalation of unresolved issues.

    7. Adopt an old-school approach to claims management: Technology is useful, but nothing beats resolving issues face to face. Engage directly with the employer’s team regularly to negotiate and agree claims early. This manages the client’s expectations when it comes to budgeting and allows the contractor to secure cash flow sooner. A simple early-warning culture – even when not contractually required – prevents surprises and builds trust with the client.

    8. Avoid wasting resources: Focus claims efforts only on events that are actually recoverable and demonstrably critical. Contractors often waste time chasing things that will not be recoverable. Prioritise issues that are both time-critical and clearly fall under the employer’s risk – everything else should be logged but not pursued aggressively.

    9. Upskill internal teams: Use specialist involvement as an opportunity to upskill your in-house commercial team. Have them sit alongside specialist consultants to learn proper commercial and contractual administration processes, creating a lasting work-culture benefit.
    10. Push for faster dispute resolution: When a dispute arises, advocate for a swift resolution mechanism like adjudication, mediation or expert determination to temporarily resolve cash flow issues. Dispute adjudication boards are intended to give quick, interim decisions. However, if not set up from the start of the project, the process becomes protracted – sometimes taking many months – so fails to provide the cash-flow relief contractors urgently need.  Where clients resist adjudication, propose interim binding mediation or expert determinations, or failing this, milestone-based dispute workshops – anything that accelerates getting cash back on site.

    MEED would like to thank Refki El-Mujtahed of REM Consultant Services (refki@rem-consultant.com; www.rem-consultant.com) for facilitating this article, as well as the following co-contributors:

    Aevum Consult | Lawrence Baker | lawrence.baker@aevumconsult.com | www.aevumconsult.com

    Decerno Consultancy | Lee Sporle | leesporle@decernoconsultancy.com | www.decernoconsultancy.com

    Desimone Consulting | Mark Winrow | Mark.Winrow@de-simone.com | www.de-simone.com

    Forttas | Derek O’Reilly & Martin Hall | derek.oreilly@forttas.com & martin.hall@forttas.com | www.forttas.com

    IDH Consult | Ian Hedderick | ian.hedderick@idhconsult.com | www.idhconsult.com

    White Consulting | Nigel White | nigelwhite@whiteconsulting-me.com | www.whiteconsulting-me.com

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15289183/main.gif
    Colin Foreman
  • Diriyah signs land lease deal with King Saud University

    19 December 2025

    Saudi Arabia gigaproject developer, Diriyah Company, has signed a long-term land lease agreement with Riyadh Valley Company, an investment arm of King Saud University.

    Diriyah Company will lease 552,000 square metres (sq m) of land from King Saud University for a period of 70 years. 

    The deal will enable the company to add the land bank to its second phase of the Diriyah Project, which is also known as DG2.

    The agreement was signed by Diriyah Company's Group CEO, Jerry Inzerillo, and the acting president of King Saud University and Riyadh Valley Company chairman, Ali Masmali.

    Diriyah Company is already developing the area adjacent to King Saud University. In April, it awarded an estimated SR4bn ($1.1bn) contract for a utilities relocation package for the King Saud University project located in the second phase of the Diriyah Gate development (DG2).

    The contract was awarded to the joint venture of Beijing-headquartered China Railway Construction Corporation and China Railway Construction Group Central Plain Construction Company.

    The scope of the contract covers the design, construction and relocation of KSU's utilities and administration offices, as well as the construction of a district cooling plant, water storage facilities, a sewage treatment plant, a natural gas plant, a diesel transfer pumping station, a utility tunnel, irrigation water storage tanks, office buildings, warehouses and maintenance workshops.

    In addition to KSU, DG2 will feature residential developments, hotels, an opera house, the Saudi Museum of Contemporary Art, six academies, an arena and a mosque.

    The Diriyah masterplan envisages the city as a cultural and lifestyle tourism destination. Located northwest of Riyadh’s city centre, it will cover 14 square kilometres and combine 300 years of history, culture and heritage with hospitality facilities.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15287776/main.jpg
    Yasir Iqbal
  • Kuwait to sign Mubarak port agreement next week

    19 December 2025

    Kuwait and China are expected to sign the agreement to develop the subsequent phases of Kuwait’s Grand Mubarak Port next week.

    According to media reports, the announcement was made by Kuwait’s Public Works Minister ​Noura Al-Mashaan on Thursday.

    The contract value is estimated to be about KD1.2bn ($4bn).

    In May, Beijing-headquartered China Harbour Engineering Company, a subsidiary of China Communications Construction Company (CCCC), signed an early contractor involvement (ECI) agreement with Kuwait to develop the next phases of the project.

    The initial works include surveying, investigation, hydrological observation, geophysical exploration, testing, model testing, process simulation, design review, owner inspection, preliminary design of sand-retaining embankments, and on-site services and management.

    The project launch ceremony was held in mid-April. It was attended by several high-profile representatives from Kuwait and China, including Fu Xuyin, China’s vice-minister of the Ministry of Transport, Zhang Jianwei, the Chinese ambassador to Kuwait, and Nora Mohammad Al-Mashaan, Kuwait’s minister of public works.

    In January, MEED reported that Kuwait’s cabinet had approved a bid from China Communications Construction Company to implement all stages of its Mubarak Al-Kabeer Port project.

    The country ramped up its efforts on the project after meetings between Kuwaiti and Chinese officials in June last year.

    In 2023, the two countries signed a memorandum of understanding to develop port infrastructure.

    Phase one of the project cost $1.2bn and was completed in 2014.

    The project’s first phase included site levelling and the development of a marina, quay walls, berths, a navigational terminal and port buildings.

    The port is not operational because the phase one works did not include vital equipment such as cranes.

    It is understood that the completion of phase two will allow the port to start operations.

    The full scope for phase two of the project is expected to include:

    • Construction of loading and unloading facilities
    • Construction of quay walls and reclamation
    • Construction of the container yard and the back of the port
    • Infrastructure works
    • Construction of buildings
    • Construction of a container terminal
    • Construction of associated facilities
    • Installation of safety and security systems

    A third phase is also planned to further expand the port.

    The latest developments follow a series of agreements signed in September 2023 to deliver some of Kuwait’s immediate development goals for 2024-28. These agreements will position Chinese companies to play a leading role in the Fourth Kuwait Master Plan 2040.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15287252/main.jpg
    Yasir Iqbal
  • Metito consortium wins Mecca sewage scheme

    19 December 2025

    A team comprising Metito (UAE), Etihad Water & Electricity Company (UAE) and SkyBridge Company (UK) has been awarded a contract to develop the Hadda independent sewage treatment plant (ISTP) project in Mecca Province, Saudi Arabia.

    The contract was awarded by Saudi Water Partnership Company (SWPC), the kingdom’s principal off-taker for water and wastewater public-private partnership (PPP) projects.

    The project will be developed on a build-own-operate-transfer basis and is expected to begin operations in 2028, followed by a 25-year operating term.

    The plant will provide an initial treatment capacity of 100,000 cubic metres a day and will feature a treated sewage effluent (TSE) reuse system with a storage tank and a 38-kilometre pipeline designed to handle 350,000 cubic metres a day.

    Earlier in December, MEED reported that the team had been named preferred bidder at a levelised tariff of SR2.354 ($0.63) a cubic metre.

    SWPC selected the Miahona-led consortium as the reserve bidder for this project with the second-lowest submitted bid of SR2.599($0.69) a cubic metre.

    According to SWPC, the TSE reuse system accounted for 31% of the preferred tariff for the Arana ISTP and 27% for the Hadda ISTP.

    In March last year, SWPC signed a 25-year water-purchase agreement with a team comprising the local Miahona Company and Belgium-based Besix for the contract to develop and operate the Al-Haer ISTP in Riyadh, as part of the third batch of the kingdom’s ISTP programme.

    Four months later, the Saudi-listed Power & Water Utility Company for Jubail & Yanbu (Marafiq) joined the developer consortium.

    The Miahona/Besix team offered to develop the project for SR1.9407 ($0.5173) a cubic metre, while the second-lowest bid, from a team comprising Spain’s Acciona and the local Tawzea, was SR2.2041($0.588) a cubic metre.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15287185/main.jpg
    Yasir Iqbal
  • Morocco awards $1bn Casablanca airport terminal deal

    19 December 2025

    Morocco’s National Airports Office (ONDA) has awarded a MD12bn ($1.2bn) contract to build the new terminal at Casablanca’s Mohammed V International airport.

    The contract was awarded to the joint venture of local firms Societe Generale des Travaux du Maroc (SGTM) and Travaux Generaux de Construction de Casablanca (TGCC).

    Construction work on the Mohammed V International airport expansion is expected to begin immediately.

    The project is slated for completion in 2029.

    The expansion will cover more than 600,000 square metres (sq m) and increase the airport’s capacity to 30 million passengers a year.

    The project is designed by a consortium comprising the local branch of French engineering firm Egis Batiment International, Morocco’s Ala Concept and UK-based RSHP Architects.

    The scope of work covers preparatory works, structural works, waterproofing, steel structural works, building facades, electrical, mechanical and plumbing (MEP) works, data centre works, HVAC systems and other associated works.

    The tender also covers the construction of a 300-key airside hotel.

    The new terminal is expected to be ready in time for the 2030 Fifa World Cup, which Morocco is co-hosting alongside Portugal and Spain.

    ONDA tendered the project contract on 4 November, with a bid submission deadline of 16 December, as MEED reported.

    In July, ONDA began early works on the new terminal building, awarding an estimated MD294m ($29m) deal for enabling works to local firm Societe de Travaux Agricoles Marocaine.

    In January, Morocco’s Transport & Logistics Minister, Abdessamad Kayouh, said that the study to expand the airport’s capacity was nearing completion.

    The project is part of Morocco’s MD42bn ($4.3bn) plan to expand key airports in anticipation of increased passenger flow for the 2030 football World Cup.

    Morocco plans to upgrade several airports, including those in Tangier, Marrakech and Agadir, increasing their respective annual passenger capacities to 7 million, 16 million and 7 million.

    There are also plans to add a new terminal at Rabat-Sale airport, raising its capacity to 4 million passengers annually, and to increase Fez airport’s capacity to 5 million passengers annually. 

    The new terminal at Mohammed V International airport will be connected to a high-speed train network linking Kenitra to Marrakech.

    READ THE DECEMBER 2025 MEED BUSINESS REVIEW – click here to view PDF

    Prospects widen as Middle East rail projects are delivered; India’s L&T storms up MEED’s EPC contractor ranking; Manama balances growth with fiscal challenges

    Distributed to senior decision-makers in the region and around the world, the December 2025 edition of MEED Business Review includes:

    > BAHRAIN MARKET FOCUS: Manama pursues reform amid strain
    To see previous issues of MEED Business Review, please click here
    https://image.digitalinsightresearch.in/uploads/NewsArticle/15287093/main.jpg
    Yasir Iqbal