Essential services for Fujairah’s energy growth

UAE

Mousa Murad, managing director of the Port of Fujairah, talks to The Energy Year about how the port’s management model sets it apart from other international hubs and the possibility of expanding the port’s infrastructure to accommodate hydrogen and ammonia flows. The Port of Fujairah offers mooring, handling and storage facilities for container shipments, general cargo and wet and dry bulk cargoes.

How has the role of the Port of Fujairah within the UAE evolved in the past decades?
Our vision can be traced back to the late Sheikh Zayed bin Sultan Al Nahyan and his visit to the port in Fujairah during the early days of the UAE. He recognised the strategic importance of Fujairah’s coastal location, not just for the emirate but for the entire country.
Port construction began in 1978 and was completed by 1980. At the time, the port featured just two jetties, a breakwater, dredging works and basic sheds. Its potential became evident during the Iraq-Iran War. With over 200 ships anchored in the area, the question arose of how Fujairah could leverage such high activity. The solution was to organise the anchorage area and begin offering services, starting with bunkering. This move proved fortunate, coinciding with the 1980s shift from general cargo to containerisation.
In 2006, a decision was made to specialise in oil and gas and maritime services and hand over container operations to DP World, a leader in the field. This partnership lasted a decade before another transformation. Today, the port has diversified further, with Abu Dhabi Ports taking charge of containers, general cargo and ro-ro operations.
We have connected Fujairah by rail to major UAE hubs such as Jebel Ali and Abu Dhabi, with aspirations of extending these links to the GCC. The port continues to focus on oil and gas and maritime services, positioning itself as a critical player in the region’s energy and shipping sectors.

What share of the port’s activities are dedicated to oil and gas?
Our primary focus is oil and gas. Early on, we tried to find ways to offer services comparable to established hubs such as Singapore and Rotterdam. We studied Singapore’s approach, where land is leased to investors who handle everything from pipelines to marine services. We decided to take a slightly different approach by making investments more attractive to potential partners.
In Fujairah, the port authority and the government take responsibility for key infrastructure such as jetties and loading arms. National banks support investors with financing and reduce the risk for investors, a feature that sets us apart from Singapore or Rotterdam.
Another distinguishing factor is our equal treatment of all companies, regardless of size. For berthing, we operate on a strict first-come, first-served basis, ensuring fairness for all operators. This policy has greatly enhanced our reputation. For bunkering companies, we set clear requirements, including ownership of a dedicated tanker barge fleet. This ensures consistent quality and prevents operational issues. Unlike Singapore, which initially faced challenges in managing more than 160 bunkering companies, we limit our numbers to about 30 capable operators to maintain quality and reliability.
From bunkering, we expanded into storage. This shift was driven by the need to provide value-added services such as trading, blending and storage of refined products. Over time, our operations diversified further with the inclusion of crude oil storage as ADNOC’s activities increased.
Our approach remains distinct. We provide the land and essential services but leave the investments to our partners. This flexibility has allowed us to stay open to new opportunities, including upcoming projects involving hydrogen, ammonia, LNG and more.

What are some key milestones for Fujairah under His Highness Sheikh Hamad bin Mohammed Al Sharqi’s rule?
His Highness the Ruler of Fujairah has been instrumental in the development of the port and the broader region, leveraging his leadership and vision. His active involvement in both the port and the associated force is crucial, and we always seek his guidance when planning expansions.
A prime example of our collaborative approach with the government is the development of Dibba Port. It was built to meet the needs of international investors exporting limestone, primarily from the mountains near Ras Al Khaimah. Much of the material was previously handled at Ras Al Khaimah Port, which has been successful but operates under a monopolistic framework. Investors approached us, and we identified an opportunity to cater to this demand, prompting us to establish a dedicated limestone port.
Currently, Dibba Port supports limestone exports to countries such as India and Bangladesh, where it is in high demand for cement and steel production. While the port is not officially inaugurated yet, it is already operational and serving its purpose. Looking ahead, the port may evolve to support other uses, such as cruise operations, given Fujairah’s appeal as a tourist destination. However, for now, the focus remains on limestone exports to meet the growing demand.

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