UAE economy regains regional lead
29 May 2024

The UAE has edged ahead of Saudi Arabia again to take the lead in the MEED Economic Activity Index, which assesses the near-term economic health of regional markets, as a gap has opened up between the economic and fiscal performances of the two countries in 2024 to date.
Saudi Arabia and the UAE entered 2024 with similarly buoyant 4% real GDP growth projections from the Washington-based IMF, but have since diverged. In April, the IMF revised its growth forecast for the UAE to 3.5%, and the forecast for Saudi Arabia 2.6%.
The World Bank has meanwhile maintained a more optimistic 3.9% real GDP growth projection for the UAE in 2024, but an even lower projection of 2.5% for Saudi Arabia.
The trade and fiscal balance performances of the two countries have also diverged. The UAE is forecast for a 7.8% of GDP current account surplus and 4.5% of GDP fiscal surplus, while Saudi Arabia’s current account surplus has narrowed to 0.5% of GDP, while its budget has slipped into a 2.8% deficit.
Oil price impact
Saudi Arabia’s reduction in its growth and slide into fiscal deficit have both partially been brought about by the impact of softer oil prices and Opec-led production cuts, which have naturally hit the more heavily oil-dependent Saudi economy to a greater extent than the more diversified UAE economy. The UAE Central Bank is forecasting a non-oil GDP growth rate of 4.7% for the country in both 2024 and 2025.
Together, the two countries remain comfortably in the lead at the top of the index, due in large part to the buoyancy of both of their projects markets. Contract award values in the past 12 months for both countries were double the long-term average, while new work outstripped completed work twofold in the UAE and fourfold in Saudi Arabia.
Wider market
Elsewhere in the GCC, Qatar and Oman have both seen their real GDP growth slip in 2024, to 2% and 1.2%, respectively – driven by slight weakness in both the hydrocarbons and non-hydrocarbons sectors. Both countries remain in fiscal surplus, however, and have stable projects markets, with work being tendered at or above the long-term average award values and above the rate of completion.
Kuwait is projected to see its GDP contract for the second year in a row as a weaker oil market and production cuts hit hard. Kuwait is the most heavily oil-dependent and least diversified country in the region, with 95% of exports and 90% of government revenue coming from the oil sector, making the country and its real GDP metric highly sensitive to fluctuations in the oil price – though it still has a fiscal surplus. At the same time, the country’s projects market also continues to underperform, with contract awards 40% below the long-term average and 25% below the rate of completion.
Algeria has meanwhile risen up the ranking and boasts a forecast of 3.8% real GDP growth in 2024 – the strongest in the region, according to the IMF. While it is still expected to remain deep in fiscal deficit, inflation is on a downward trend, and the projects market has above-average contract award activity.
Bahrain, despite a projected 3.6% growth rate in 2024, remains in concerning fiscal and debt positions. Its short-term risk rating was recently elevated to the second-highest level by insurance group Allianz. The Bahraini projects market is also in steep decline, with the value of contract awards in the last 12 months coming in at just over a third of the long-term average and at little more than half the level of project completions.
Morocco, Jordan and Egypt are all expected to experience moderate 2-3% real GDP growth rates this year, while continuing to struggle with persisting current account and fiscal deficits. All three countries also have elevated unemployment and government debt, as well as underperforming projects markets, with awards over the past 12 months at two-thirds or less of long-term historic averages.
Iraq is another country with high oil market dependence and oil price sensitivity and is forecast for just 1.4% real GDP growth this year. Short-term risk in the country is also in an elevated state amid political turbulence and weaknesses in the security situation that have seen repeated attacks by non-state actors on oil sector infrastructure. The projects market nevertheless remains nominally steady for now, with sustained award activity at the level of long-term averages and also at the rate of project completions.
Tunisia has sunk to the bottom of the index with a weakened 1.9% growth rate in 2024 and an even lower growth projection of 1.8% in 2025 as the country continues to be caught up in political chaos and an economic crisis. Short-term risk is high, as are the rates of unemployment and inflation. The projects sector is reasonably active, but contract awards remain below the long-term average.
ABOUT THE INDEX
MEED’s Economic Activity Index, first published in June 2020, combines macroeconomic, fiscal, social and risk factors alongside data from regional projects tracker MEED Projects on the project landscape, to provide an indication of the near-term economic potential of Middle East and North African markets.
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Oil prices rise above $100 a barrel as conflict escalates9 September 2026
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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.
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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.”
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Qatari firm wins $221m Qiddiya stadium MEP deal9 September 2026

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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.
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Jordan tenders advisory for wastewater treatment plant9 September 2026
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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.
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Consultants bid for Abu Dhabi light rail project management9 September 2026

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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.
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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.
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