Taking Saudi know-how to international markets

June 18, 2025

Faisal K. Al Dabal, vice-chairman and CEO of GAS Arabian Services (GAS), talks to The Energy Year about supporting the expansion of the Master Gas System and bringing Saudi products and know-how to international markets. GAS is an industrial equipment and services provider to the oil and gas, petrochemicals, power, water and mining sectors.

How has GAS’s footprint evolved over the years within the Saudi energy industry?
We do what we love, and we consider our work our life. GAS started with a dream – no assets, no employees, just a small rented office and one leader. When I joined, there were only four people, and today, we are almost 2,000. We began by representing OEMs and travelling extensively to find the right partners. Convincing them to work with us as a small player was tough, but our dedication paid off.
We realised selling products wasn’t enough for sustainable growth, so in 2014, we started localising services and products. Over time, we built eight joint ventures and established a technical services division. We started with just four engineers, and today we have more than 1,500. That’s the division behind our order book, which was SAR 1.7 billion [USD 459 million] in 2024. In 2025, we have reached SAR 2.3 billion [USD 621 million], with SAR 700 million [USD 189 million] already executed, and the rest slated for execution in 2025 and 2026.
Recently, we asked ourselves, “Is this enough?” and the answer was no. We have added a manufacturing division, which we consider our baby. It’s currently small, but if we meet again in four or five years, I’ll use a different word to describe it.

One of your most important projects is the Master Gas System Expansion Phase 3, which is one of the largest projects in Saudi Arabia. Can you tell us about your involvement?
We are extremely proud to have been selected for such a significant project. When the winners were announced, we felt honoured to be among such a select group of local Saudi companies. This recognition brings pressure and a huge responsibility, as we will be working with Saudi Aramco on a very strategic project. We know the stakes are high and there is no room for mistakes, but it will push us to perform at our best and move toward the next stage of growth.
We are confident that we will meet their expectations. For us, the real win isn’t money – it’s continuity. Our biggest achievement will be when they come to us for the next phase. The best news we can get is to hear we have a repeat customer.

What other projects have you been involved in that you would highlight?
We have had projects for pipeline networks and supplying products and services to major petrochemical companies such as SABIC. Our portfolio includes electrical, mechanical and technical services, as well as manufacturing kits. But we are not stopping there. We have dedicated team leaders, and their responsibility is to ask, “What’s next?” Our teams identify areas where we can expand, and we test the waters with small investments to ensure the opportunities we are pursuing are viable.
We have built our business over the past 30 years with a vision to continue growing. We always approach new ventures cautiously, ensuring they align with our goals and profitability. Every year, we evaluate which of our contracts present real opportunities to earn, learn and develop. This is how we continue to grow and succeed in the market.

How does GAS differentiate itself from large international companies?
At GAS, we don’t just focus on providing a product or service – we aim to offer a complete solution. This approach sets us apart. While many companies provide individual products or services, we want to deliver everything within one package. I don’t own the technology, but I possess dedication, a skilled team, local expertise, strong partnerships and know-how. This distinguishes us from our competitors.
Our strategy is to provide comprehensive solutions through our staff, services and products, as well as through partnerships. If we don’t have something today, we will work toward bringing it to the domestic market in the future.
When the pandemic hit, many companies couldn’t break even, but we saw it as an opportunity. We expanded our business during the downturn and doubled the size of the company. We trust the domestic market, and we know that our strength lies in providing solutions no matter what the conditions, whether oil prices are high or low.

What markets will GAS target for new business opportunities?
All of them. For us, the sky is the limit. Every segment has its processes, and we are capable of handling them all. Whether it’s supplying equipment, providing maintenance, installing systems or taking on full EPC projects, all are within our reach.
We must embrace renewables and new technologies while continuing to engage in conventional markets as well. The energy transition will take a long time, and conventional energy will remain relevant for generations to come, so we can’t disregard it. We need to continue to aim high, seek opportunities and ensure that we are dedicated, strategic and courageous enough to invest wisely. If an opportunity doesn’t align with our objectives, we quickly move on to find the next one.

GAS is planning to transition from the Nomu – Parallel Market into the Main Market at the Saudi Exchange. How will the transition impact the company moving forward?
The transition into the Main Market brings more pressure, but there is also a significant upside. It is a marketing advantage for the company, and the market has greater liquidity. The required disclosures and the increased media pressure might make our job tougher, but they also promote better governance and more transparency.
We have already appointed a financial adviser and have ticked all the boxes required by the authorities. We are working with our adviser and Tadawul to finalise the process. We are confident that by Q2 2025, we will be in a good position to reapply and move forward with the transition. The result will ultimately be beneficial for the company.

Are you pursuing new partnerships or new joint ventures?
Collaboration is a process that will never stop for us. We are like sharks – if we stop moving, we die. The key to expansion is to always have something to offer. If we don’t have anything, there’s no reason for us to meet potential partners or customers.
To continue growing, we are always looking for new products or services to expand our offerings. Ideally, every two or three years, we develop a successful new idea. We are a listed company, so we can acquire businesses relatively easily. Our credibility with financial institutions, both domestic and international, is strong.

What are you most proud of in your journey with GAS so far?
Every single achievement makes me proud. There was a time when our current customers and partners did not know us. Today, we can sit with their leadership, which brings me great pleasure. Our customers tested us and saw that we were serious, decent and straightforward. For us, it’s not about money or profitability; it’s about continuity and building long-term relationships. Our focus has always been to turn our customers into partners, gaining their trust and having them come back to us.
What also makes me proud is the leadership team we have developed. My team today includes leaders who can make a domestic company go global. They dream of manufacturing in Saudi Arabia and exporting to countries around the world one day. If we can satisfy Aramco, SABIC, and companies in the cement and other segments, why not others? With vision, effort and dedication, anything is possible. I am confident that our leadership team will take this company to even greater heights.

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