Good morning, friends. The region’s workarounds are load-bearing now, and today we check how much weight they can take.
Going around Hormuz by road costs four to five times as much as going through it by sea, and DP World’s boss warns shoppers everywhere could eventually feel it. Group CEO Yuvraj Narayan told Bloomberg the bill runs through DP World’s land network, including trucks moving more than 3k containers a day, and it’s eating into margins and inventory buffers.
Further north, the detours are pulling the Gulf and the Levant closer together, the International Monetary Fund’s Jihad Azour told The National last week, as new trade routes to the Mediterranean get fresh attention. Iraq has the most riding on them, since 80% of its oil exports pass through Hormuz and oil brings in 90% of state revenue. (We covered last week why a finished GCC railway still stops at the Gulf’s edge.)
Which brings us to the bypasses the Gulf has already built, and the drones that have found them. Strikes on Saudi Arabia’s East-West pipeline and at Fujairah have rewritten what counts as a backup. In today’s Lede, we ask how much oil keeps flowing when the pipes, the terminals, and the repair crews are all under fire, and who picks up the tab.
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The pipelines and terminals the Gulf built to bypass Hormuz are now under attack, and the standard for calling them redundant has changed. “Previously, it was often: how much oil can we move if Hormuz becomes unavailable? It now has to be: how much can we continue delivering if shipping, export terminals, and supporting infrastructure are disrupted together and repairs must take place under continuing threat?” Kristian Alexander, a geopolitical analyst and non-resident senior fellow at the Middle East Institute Switzerland, tells EnterpriseAM.
Attacks have hit both of the Gulf’s main bypass routes: An attack on a pumping station on Saudi Arabia’s East-West pipeline cut throughput by 700k bbl / d in April. Five months later, an aerial attack damaged three pumping stations, destroying one and forcing a major interruption. Drone attacks and interception debris also damaged storage tanks and repeatedly interrupted loading at Fujairah, the UAE’s principal outlet outside Hormuz.
Buried pipelines are relatively hard to hit, and damaged sections can generally be isolated. The vulnerable parts are the nodes that supply pressure, power, control, and access: the pumping stations that push crude through the line, the substations that power them, and the control rooms that regulate flows. At a terminal, one loading arm, berth, or electrical connection can limit exports even when barrels remain safely stored nearby.
IN CONTEXT- The East-West pipeline stretches across a corridor of about 1.2k km, so its pumping and support infrastructure is geographically dispersed. Fujairah concentrates critical oil-export functions in a compact terminal complex. The pipeline has many points to protect, and the terminal has valuable infrastructure in a small area.
Why they’re targets
Bypasses reduce vulnerability and move some of the remaining risk elsewhere, Alexander tells us. “They meaningfully reduce vulnerability, while redistributing some of the remaining risk. Both things can be true,” he notes. Without them, a disruption at Hormuz would leave Saudi Arabia and the UAE with fewer ways to preserve revenues and maintain deliveries.
“The important objective for Tehran is to change the strategic cost calculation of the other side,” Zeinab Nikookar, an affiliate researcher at London Dialogue and a PhD student in contemporary Iranian studies at the University of Tehran, tells us. Nikookar describes the strategy as “coercive bargaining through calibrated disruption.” The message, she says, is that military and economic pressure on Iran will not stay geographically contained, and that Iran can pass some of the costs of the confrontation to the global economy.
Layers of defense
A Patriot battery can’t sit beside every pump, so defense goes around the nodes whose loss would stop the flow. A military base can concentrate its defense around a perimeter, while an export network stretches across hundreds of kilometers of pumping stations, processing facilities, storage tanks, marine terminals, and offshore approaches. Patriot batteries also don’t create a uniform 360-degree shield, so defenses have to be placed around the most consequential vulnerabilities, in the direction the threat comes from.
Air defenses work in layers to save costly missiles:Long-range radars warn of incoming drones and missiles, local surveillance picks up low-flying drones that are hard to separate from background activity, electronic jamming can misdirect some, and guns and lower-cost interceptors cover the rest. The cost gap shows why: a Shahed-type attack drone is commonly estimated at USD 35k, against about USD 4 mn for a PAC-3 MSE interceptor for the Patriot. The two aren’t equivalent weapons, since the Patriot is built for much more capable threats, but an attacker can still force the defender to use scarce missiles, expose radar positions, or accept that some drones will get through.
Mixed salvos make that harder:Recent Houthi strikes have combined small drones, low-flying cruise missiles, and ballistic missiles, each approaching at different speeds, altitudes, and trajectories. The defender must detect and classify each target quickly enough to assign the appropriate response. A mixed salvo can overload sensors, split defensive attention, and force the launch of several types of interceptors at once.
The bill multiplies with every node: The US Congressional Budget Office estimates that equipping one representative military installation with layered defense against small drones would require around USD 74 mn upfront and USD 5 mn annually to operate. Protecting 100 independent locations using the same model would cost around USD 7.4 bn, plus USD 500 mn every year. The model is based on a military installation, but illustrates the cost of extending protection across an entire infrastructure network.
The Gulf is looking for a cheaper first shot: Saudi Arabia and the UAE have explored a Ukrainian-designed interceptor drone costing some USD 2.5k, with local production in the region discussed. This shift is commercially important, since missile stocks depend on overseas manufacturers, long procurement cycles, and the political willingness of a supplier state to release more during a conflict, while cheaper interceptors produced regionally would turn air defense into something closer to an industrial supply chain.
Cheaper interceptors don’t end the contest, because attackers adapt, Vincent Carchidi, defense industry analyst, tells us. “This is somewhat overstated in my view,” he says of commentary that treats low-cost technology as a universal solution.“The adversary will always find a weakness,” he adds, and Gulf states must prepare for a “shifting dynamic that even scalable, low-cost platforms in isolation can’t challenge alone.”
Interception is only the first layer, Alexander says. “No responsible infrastructure strategy should depend on perfect interception.” Even sophisticated defenses can be overwhelmed, so the next question is how to keep one successful strike from taking down a whole export route.
Limiting the damage
Pumping stations can be built to keep working with part of them damaged. Dividing a station into protected compartments keeps one impact from disabling all of it. Backup generators and duplicated controls keep essential operations running if the control room is lost, sectional isolation valves limit leakage and fire, and parallel pumps preserve some throughput if one unit is damaged.
A terminal fails differently from a pipeline, because everything it needs sits in one small area visible from space. Its tanks, pumps, power supplies, and loading equipment are inside a small fixed footprint shown in commercial satellite imagery, so resilience means limiting what one strike can reach. Separation and firebreaks reduce the risk of flames spreading between tanks, and alternative pumps and loading positions can keep a route from storage to at least one working berth. Once terminal storage fills, the operator has to reduce or stop incoming flows, which pushes the disruption back up the pipeline to production.
A second terminal is a real backup only if it has its own logistics system. Two terminals fed by the same pumping station, power supply, or control network don’t give two independent options, and a second port offers little protection if both routes share an anchorage, a maritime corridor, or an air-defense sector. The backup needs its own storage, electricity, control, loading arrangements, repair capacity, and maritime access.
Cyber defense is part of the same problem: Remote monitoring lets operators detect leaks, shut valves, and assess damage without sending crews into the area, and each additional piece of connected equipment adds another way in for cyberattacks. Adnoc’s publicly available process-control specifications (pdf) require industrial networks to be divided into security zones, with firewalls separating safety and control systems and a demilitarized zone between operational and corporate networks.
Spare no expense
When defense and containment both fail, the speed of repair is what remains. A pipeline or terminal that returns to service quickly is a different target from one that stays disabled for weeks, and the measure that counts is how long a disruption lasts and how much throughput comes back.
Aramco started a bypass around the destroyed pumping station within a day of the September strike. Satellite imagery showed bulldozers at work, and crude was moving again within days. Aramco says it has built “zero-hour” response teams, expanded emergency repair inventories, and deployed inspection drones that begin assessing damage while an incident is still unfolding, and about 90% of its repair materials are made locally or held in nearby warehouses, CEO Amin Nasser says. Large pumps, transformers, and control components can take months to manufacture and may be hard to import during shipping disruptions, so spares kept at several locations can keep a limited strike from becoming a prolonged shutdown.
Getting a terminal back in service takes more than fixing a tank or berth, Alexander says. “Protective design, fire containment, spare equipment, trained repair teams and emergency stocks outside the immediate threat area can limit disruption and speed recovery.” A restored tank or berth is no use while upstream pipelines are offline or ships can’t return to anchorage.
The bill
Four groups pay for protecting the Gulf’s export routes, and the split between them isn’t settled. Ministries fund radars and missiles, oil companies pay for duplicate equipment and repair capacity, ports fund security, and insurers price the remaining risk. “The state should be accountable for protection against military threats. The operator should be accountable for preparing the business to withstand disruption and recover safely. The boundary between them needs to be agreed before an emergency,” Alexander says.
Bloomberg EconomicsestimatedSaudi Arabia allocated USD 64-96 bn to defense this year, while industry estimates put the UAE’s defense budget at around USD 27.2 bn. The Saudi figure is potentially more than twice Israel’s spending. “I suspect there will not be a general rule for economic feasibility,” Carchidi says. “What is more likely is that states will fall somewhere on a spectrum of infrastructure buildouts and air defense.”
An alternative route’s cost now includes a permanent security perimeter, spare capacity, and higher shipping and ins. charges. Construction cost and the transport tariff no longer measure it, and part of the cost will eventually reach the barrel. The state and its allies provide the air defense umbrella over Aramco’s and Adnoc’s routes. The companies can harden equipment and stockpile spares. Decades of reliance on western military power gave Gulf states access to advanced weapons and external protection, and also reduced the incentive to build every layer of combat capacity at home.
Cover story
Crude can’t leave a working terminal without ships willing to approach it, load, and depart safely. Pipelines can be pumping, and storage tanks remain intact, but exports still stop if no ship comes. Raising risk can disrupt exports without destroying anything, Nikookar says. She distinguishes between “physical disruption by an attack and functional disruption through secondary effects.” In her assessment, those secondary effects, such as raising war-risk premiums, discouraging crews and shipowners, delaying cargo, and making insurers unwilling to cover vessels approaching a port, may matter more strategically than the visible damage. “Risk becomes an instrument of coercion,” she says.
Offshore ship-to-ship transfers still depend on safe waters, available vessels, and working maritime services. They can provide flexibility when conventional loading routes are limited, and moving offshore may reduce reliance on a particular terminal without removing exposure to security threats. The chokepoint can reappear at any stage of the journey. It may be a disabled pumping station, a burning storage tank, an unusable berth, or a sea lane shipowners no longer use.
THE BOTTOM LINE- “Gulf resilience should be measured in sustained deliveries and recovery time, rather than kilometers of pipeline or the number of export terminals,” Alexander says. Another port or pipeline adds options and also another set of assets to protect for decades, so redundancy becomes a recurring defense commitment and no longer a one-off capital project. Dispersed infrastructure, layered defenses, and rapid repairs can make coercion less effective, but they can’t make Gulf energy assets untargetable while Iran and the Gulf states remain in a wider regional confrontation. Resilience limits the damage from each strike, and deterrence and de-escalation determine how many strikes there are.
Oil money, meet compute: Aramco has completed its purchase of a 49% stake in Saudi AI company Humain, investing USD 2.6 bn in a company whose services it plans to use across its own operations, according to a press release. The Public Investment Fund (PIF) keeps a controlling 51%. Aramco bought in through a wholly owned subsidiary, and the agreement also covers AI, computing, and digital assets, with no total value disclosed for the full package.
Why this matters: Aramco brings both funding and a use for the infrastructure. The liquid contribution supports Humain’s expansion, while its plans to deploy Humain’s services across its operations give the AI company an industrial market to serve.
The money will support a sizable infrastructure push: Humain is targeting 3 GW of AI data center capacity by 2030. Launched in May last year, the company’s remit spans data centers, cloud platforms, AI models — including an Arabic-language model — and applications for businesses and governments. PIF and Aramco will contribute assets, expertise, and staff to support its expansion.
Two ways to read it: The agreement could signal that Saudi Arabia is lining up its state-controlled energy, finance, and technology institutions behind one AI industry built on existing strengths, Jesse Marks, CEO of Rihla Research & Advisory, tells us. PIF supplies capital, Aramco supplies energy and industrial demand, the electricity system supplies power, and Humain supplies compute.
The cautious reading is that Humain may be struggling to draw private money beyond sovereign capital. Saudi Arabia has redirected oil wealth into AI infrastructure, but making the industry profitable on its own will take time, and the war with Iran has stretched that horizon, Marks says. On that view, the agreement moves financial risk between state-controlled institutions without proving the business works, raising questions about long-term reliance on state capital. Aramco as a customer and co-funder could also give Humain a steadier revenue base while the war lasts, Marks adds.
IN CONTEXT- Humain wants customer contracts to help fund its expansion. CEO Tareq Amin told EnterpriseAM last month that the company was targeting 1.7 GW of data center capacity in 2027, with a domestic infrastructure fund seeking an initial USD 2.5 bn. Its financing model involves securing customers, then using those contracts to attract debt and outside equity — reducing reliance on shareholder funding. A separate fund would finance GPUs and other computing equipment.
REFRESHER- The buildout is already generating contracts: A JV between Hassan Allam Construction and India’s Sterling and Wilson secured an estimated USD 200 mn contract for the first phase of a Riyadh AI data center for Humain and STC subsidiary Center3.
For Aramco, the stake does double duty: It gets shareholder exposure to AI-compute demand at what it calls attractive margins, a captive buyer for its own AI and digital assets, and infrastructure it can point back to its oil, gas, and chemicals operations. Aramco CEO Amin Nasser pointed to USD 11.3 bn in “technology realized value” since 2023, much of it from AI, as the track record behind the wager.
The Gulf’s push to bypass the strait is creating a market for pipelines — while the disruptions are making those pipes hard to deliver. Abu Dhabi’s Al Gharbia Pipe Company expects demand for long-distance oil and gas pipes to rise as regional producers develop alternative export routes, acting CEO Noritsugu Mifune told The National. Supply disruptions and delayed oil and gas investments have reduced the company’s output this year.
It already has a foothold in the projects driving that demand. Al Gharbia — A JV between Senaat, Japan’s JFE Steel, and Marubeni-Itochu Steel — has already supplied pipes for Adnoc’s West-East pipeline project and Iraq’s Majnoon oilfield. “Every country in the region is considering a new pipeline to avoid Hormuz. We expect more demand in the future,” Mifune said. The company is in discussions with Adnoc on future projects.
That demand hasn’t reached the factory floor yet. Output is expected to reach 60k tons this year against some 250k tons last year. The company targets a recovery to 200k tons next year. Contractors have postponed pipe purchases even after receiving engineering, procurement, and construction awards, CCO Junya Kako separately told Khaleej Times. For manufacturers, an awarded project doesn’t necessarily mean an immediate order.
REMEMBER- The bypass spending is already taking shape. Adnoc is building a USD 3 bn West-East pipeline with 1.5 mn bbl / d of capacity scheduled for completion next year. Saudi Arabia wants 10 mn bbl / d of crude pipeline capacity outside the Gulf within two to three years. Aramco has directly awarded Saudi pipe makers about SAR 2.4 bn in contracts since January. Iraq is also pursuing a Mediterranean outlet through Syria, although we highlighted the gap between agreements to develop export routes and financed construction.
When those orders do arrive, the steel has to arrive with them. Al Gharbia’s steel plate comes by sea from Europe, China, South Korea, and Japan, and one shipment lost about two months. A shipment bound for Khalifa Port was diverted to India’s Jakhau port, delaying delivery by about two months and forcing the company to arrange another vessel, according to Khaleej Times.
Rerouting the plate isn’t simple either: Fujairah is the alternative outside Hormuz, and it can’t fully replace Khalifa. Storage constraints and cargo size limit it, and routes through Oman and Saudi Arabia can add weeks. The longer-term problem sits further upstream: local pipe production still depends on an international supply chain. The specialized steel plate Al Gharbia uses is not currently manufactured in the UAE, according to Kako. Building domestic pipe-making capacity therefore leaves an upstream exposure: the raw material still has to reach the factory before the finished pipe can help exporters avoid the strait.
The signal: the bottleneck starts before the pipeline. Bypass capacity depends as much on procurement and delivery as on the route governments choose. Pipe makers need orders that proceed on schedule, factories need reliable material suppliers, and completed lines need functioning terminals and onward shipping. Al Gharbia’s outlook captures both sides of the investment case: a stronger reason to build alternative routes, and a harder environment in which to build them.
Higher costs are eating into NMDC Group’s earnings even as revenue holds steady: The Abu Dhabi-based marine and energy contractor’s bottom line fell 24% y-o-y to AED 768 mn in 3Q 2026, while its top line edged up 1% to AED 7.3 bn, according to its earnings results (pdf). For 9M, net income declined 14% to AED 2.4 bn, while its revenue grew 4% to AED 21.4 bn. The group linked a 7% drop in 9M EBITDA to cost overruns, including higher ins., logistics, and fuel prices, which it tied to regional unrest.
Energy generates most of NMDC’s revenue, while dredging generates most of its net income. NMDC Energy accounted for 66% of 9M revenue and 18% of net income, with its revenue up 9%. NMDC Dredging & Marine accounted for 34% of 9M revenue and 82% of net income, and its 9M net income rose 8% y-o-y. In 3Q, Dredging & Marine accounted for 35% of revenue and 78% of net income. UAE operations made up 78% of 9M revenue, with international markets at 22%.
NMDC is spending on its fleet and yards. The Group spent AED 846 mn on capex in 9M, including an advance payment on a new cutter suction dredger and upgrades to NMDC Energy’s yards in the UAE and Saudi Arabia. In October, it inaugurated the Abu Al Bakhoush in Nantong, China, a cutter suction dredger that can dredge to 38 m for rock cutting, trenching, and port infrastructure work. The vessel joins a fleet of more than 170 vessels and marine units, the Group said in a press release.
New awards slowed, but October’s energy orders lifted the backlog. NMDC won AED 9.7 bn in new awards in 9M, down 11% y-o-y: AED 4.9 bn in dredging and marine, AED 2.6 bn in energy, and AED 2.2 bn in infrastructure. Its backlog stood at AED 51.3 bn at end-September and rose to AED 54.1 bn after NMDC Energy secured AED 2.8 bn in new orders in October, about 2.5 times 9M revenue by our math. Like revenue, the backlog leans toward energy, which makes up 60% of it (dredging and marine 34%, infrastructure 6%). The Group expects to execute AED 6.9 bn in the rest of 2026, AED 23.2 bn in 2027, and AED 15.4 bn in 2028.
Saudi Arabia’s Acwa and US investor EIG have signed definitive agreements to form Plenum Power, targeting an initial equity commitment of about USD 4 bn to invest in US power. Plenum will invest in conventional and renewable generation and energy storage by building new capacity, buying assets, and upgrading existing infrastructure, according to a press release. The partners didn’t say how the equity is split.
Acquisitions are the main route in, EIG President Andrew Ellenbogen said. The partners point to rising US power demand from electrification and AI data centers, and to room for consolidation in the US power industry, which Ellenbogen said Plenum will pursue through acquisitions.
Edge Group is taking control of a UAE maker of uncrewed offshore vessels: Strategic Development Fund (SDF), the Abu Dhabi investment firm wholly owned by Edge Group, agreed to raise its stake in UAE-based maritime technology company Marix to a majority, according to a press release.
The ownership structure: Sovereign Global Solutions will keep a minority stake in Marix, formerly Sovereign Global Solution Middle East. SDF, which invests in dual-use technologies, first took a minority stake in 2022 to back Marix’s first prototype, Marip-12, an uncrewed surface vessel. Terms weren’t disclosed.
Marix’s next vessel is built for offshore energy work. Marix has completed the design of Marip-24, an uncrewed surface vessel for subsea inspection, maintenance and repair, hydrographic and geophysical surveys, and work-class remotely operated vehicle missions, and is moving toward production in the UAE. SDF says Marix is positioned to meet growing demand for offshore services as the UAE expands its energy production. Marip-12 has operated offshore in the UAE for several years, and the vessels let missions run from shore with fewer people offshore, Marix Chairman Muaatassem Awda said.
Adnoc may sell its entire 10% stake in global storage operator VTTI, with India’s Adani Group among the suitors, Bloomberg reported, citing people it says are familiar with the matter. VTTI runs terminals for oil products, chemicals, biofuels, and LNG across Europe, the Middle East, Asia, Africa, and the Americas. An agreement could value the Rotterdam-based company at c. EUR 3 bn (USD 3.4 bn), which, by our math, would put Adnoc’s stake at around EUR 300 mn. Co-owners IFM Investors and Vitol, which hold 45% each, may also sell down their stakes. Other bidders are in the mix, and the talks may not end in a sale.
Energy traders pay up for storage when supply is disrupted: VTTI’s network includes the UK’s Dragon LNG and Italy’s Adriatic LNG. Adriatic LNG’s main customer, Edison, has been taking replacement cargoes there since QatarEnergy declared force majeure on its supply contract.
Selling would unwind a 2019 investment for Adnoc. It bought into VTTI that year to secure storage in key export markets across Asia, Africa, and Europe, along with more capacity in Fujairah, its main storage hub outside Hormuz. At the time, Adnoc said storage closer to customers would give it more control over where, when, and how its products reached them.
Delivery included
Kuwait is taking over the shipping on a full year of naphtha sales. Kuwait Petroleum Corporation (KPC) has signed its first term naphtha contract on a delivered basis after the war disrupted free-on-board (FOB) loadings in Hormuz, Reuters reports, citing traders in the know. KPC will now be responsible for getting cargoes to the buyer’s port. The contract covers full-range naphtha for delivery from December 2026 to November 2027, at a premium of around USD 75 a ton over Japan quotes. KPC previously sold on FOB terms.
SOUND SMART- The change is about who handles the voyage: Under FOB terms, the buyer arranges shipping once the cargo is loaded. Under delivered ex-ship (DES) terms, the seller carries the cargo to the destination port.
The war has already reshaped KPC’s naphtha calendar. All of KPC’s spot offers since the war began have been on a delivered basis, and the term agreement follows the same model. The company usually tenders annual naphtha contracts in three cycles (April-March, August-July, and December-November) but canceled the August cycle this year, according to Reuters.
REMEMBER- We reported in September that KPC was using owned and chartered tankers to deliver crude directly to customers or transfer it to other vessels outside the strait. Buyers seeking delivery outside Hormuz faced higher prices, while those willing to collect inside the Gulf were offered reductions.