Top 10 UAE clean energy projects

18 October 2023

 

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The UAE is expected to showcase its growing green credentials at the Cop28 climate summit, which starts on 30 November in Dubai.

In addition to gradually phasing out fossil fuel subsidies and eliminating methane flaring, UAE-based energy and utility companies have mobilised multibillion-dollar public and private investments in utility-scale clean and renewable energy plants, reverse osmosis technology-based water desalination plants and carbon capture, utilisation and storage (CCUS) projects.   

These projects aim to reduce harmful emissions – mainly carbon dioxide – offsetting the environmental impact of the country’s oil industry while it aims to meet its nationally determined contributions (NDCs) for the Paris Agreement, its energy diversification agenda set in 2017, as well as its 2050 net-zero target.

Barakah nuclear power plant

Three of the four reactors at the $29bn Barakah nuclear power plant, located close to the UAE’s border with Saudi Arabia, are operational. Each unit can produce 1,400MW of electricity. The UAE is also looking for opportunities to export its nuclear expertise by investing in and developing nuclear power plants overseas.

Mohammed bin Rashid al-Maktoum Solar Park

The UAE’s first and largest solar photovoltaic (PV) installation is located 50 kilometres away from the Cop28 venue. Nearly all the first five phases of the solar park are operational, with a total combined installed capacity of more than 2.4GW. The project’s fourth phase, probably the world’s largest hybrid solar PV and concentrated solar power plant, is nearing completion. The contract to develop the project’s sixth phase, which is designed to have an installed capacity of 1.8GW, has been awarded this year.

Sweihan and Al-Dhafra solar power plants

Abu Dhabi’s first solar PV plant, the 935MW Sweihan independent power project (IPP), began operating in 2019. The UAE capital’s second utility-scale solar PV IPP in Al-Dhafra, which has a capacity of 1.5GW, is expected to be inaugurated imminently. Emirates Water & Electricity Company (Ewec) received world-record-low tariffs, as has Dubai Electricity & Water Authority (Dewa), for these projects.

Taweelah reverse osmosis facility

With a capacity of 200 million imperial gallons a day, the plant is the world’s largest reverse osmosis-based water desalination facility. Half of the plant’s capacity was completed in 2022, with the other half now in the final commissioning stage. Taweelah is the country’s first independent water producer project, which resulted from the drive to decouple water and power production as a key initiative to decarbonise both sectors.

Reyadah CCUS

Abu Dhabi National Oil Company (Adnoc) and Abu Dhabi Future Energy Company (Masdar) have been operating the Al-Reyadah carbon capture, utilisation and storage (CCUS) facility since 2016. It can capture up to 800,000 tonnes a year (t/y) of carbon dioxide. About 240,000 tonnes of carbon dioxide (CO2), collected by Al-Reyadah from Emirates Steel Industries, has been injected into Adnoc's reservoirs at its Rumaitha and Bab oil fields to bolster oil recovery.

The project is in line with Adnoc’s commitment to decarbonise its operations, reduce its carbon intensity by 25 per cent by 2030, and deliver on its net zero by 2045 goal. Adnoc estimates the volume of CO2 being locked away underground daily through CCUS deployment across its reservoirs is equivalent to the emissions of more than 1 million vehicles.

Habshan CCUS

Adnoc Gas recently awarded UK-headquartered Petrofac the main contract for a project to develop a $615m carbon capture facility at its Habshan gas processing complex in Abu Dhabi. The Habshan CCUS facility will have the capacity to capture and permanently store 1.5 million t/y of CO2 within geological formations deep underground.

The Habshan CO2 recovery project will be built, operated and maintained by Adnoc Gas and is expected to be commissioned in 2026. The proposed facility will feature carbon capture units at the Habshan gas processing plant, pipeline infrastructure and a network of wells for CO2 injection into oil and gas fields in Abu Dhabi.

Captured CO2 will be permanently stored in reservoirs deep in the sub-surface by deploying closed-loop CO2 capture and reinjection technology at the well site at Adnoc Onshore’s Bab Far North Field, located about 240 kilometres southwest of Abu Dhabi city.

Street lighting PPP

Abu Dhabi awarded two public-private partnership (PPP) contracts in 2020 and 2022 to replace over 176,000 street lights with LED lights. The first phase of the 12-year PPP project is designed to save the municipality AED264m ($71.9m), while the larger second phase is designed to result in cost savings amounting to close to $200m. The project's phase two aims to reduce power consumption by 74 per cent over the 12-year concession period, equivalent to almost 2,400 million kilowatt hours of electricity savings.

Green data centre

Work is progressing on the first phase of the 100MW data centre powered by solar energy at Mohammed bin Rashid al-Maktoum Solar Park in Dubai. Hub Integrated Solutions (Moro Hub), a Dewa subsidiary, is the project client. The data centre is envisaged to become the largest solar-powered Uptime Tier 3-certified data centre in the Middle East and Africa, offering digital products and services based on fourth industrial revolution technologies, such as cloud services. The project supports the emirate’s goal of achieving net-zero carbon emissions by 2050 and the UAE 2031 Artificial Intelligence Strategy.

Hydrogen pilot site

Dewa, in partnership with Expo 2020 Dubai and Germany’s Siemens Energy, inaugurated the AED50m ($14m) green hydrogen plant at Dubai’s Mohammed bin Rashid al-Maktoum Solar Park in 2021. The integrated facility was developed with electrolysis, storage and re-electrification capabilities. Daylight solar power from the solar park will enable the pilot project to produce about 20.5 kilograms an hour of hydrogen at 1.25MW of peak power.

Large green hydrogen projects

There is an expectation that the Abu Dhabi Department of Energy will issue the UAE capital's green hydrogen policy before the start of, or during, the Cop28 climate summit. If this happens, planned green hydrogen projects worth at least $12bn could see rapid progress.

These projects include the 150MW green hydrogen-based ammonia production plant in Ruwais being developed by France's Engie and Abu Dhabi's Fertiglobe and Masdar; the $1bn green ammonia facility being planned by a South Korean-led consortium in Khalifa Economic Zones Abu Dhabi (Kezad); and the Masdar City green hydrogen and sustainable aviation fuel project being developed by Masdar, France's Total Energies, Germany’s Siemens Energy and Japan's Marubeni Corporation.

Other projects that are likely to be highlighted include the planned 400MW battery energy storage system in Abu Dhabi and the seawater reverse osmosis facilities that are under construction or in the bid phase across the UAE. 

Projects to retrofit public buildings to improve their sustainability, and the adoption of district cooling and electric vehicle policies, among others, will also likely share the spotlight as the UAE prepares to host its most important event of 2023.

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Jennifer Aguinaldo
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    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

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  • 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.

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    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.

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    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.

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  • Metito consortium wins Mecca sewage scheme

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  • Morocco awards $1bn Casablanca airport terminal deal

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    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.

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    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.

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    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.

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    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
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    Yasir Iqbal