Why infrastructure will decide Saudi Arabia’s sporting legacy

Unfortunately, there are too many critics who are just waiting to report on infrastructure failures at these events and so those in charge will be adopting best practices to avoid the negative headlines.

The design and construction of sports infrastructure go far beyond the creation of stadiums and arenas. They encompass a holistic approach that integrates transport networks, accommodation, public spaces, and digital connectivity. Modern sports venues must be adaptable, sustainable, and accessible, ensuring they serve communities long after the final whistle. In the Kingdom, this means embracing innovative architectural solutions that reflect cultural heritage while meeting international standards for safety, comfort, and environmental responsibility.

Moreover, the construction phase is a catalyst for economic activity, generating jobs and fostering skills development. By prioritising local content and knowledge transfer, the Kingdom can ensure that the benefits of these projects extend well beyond the events themselves, contributing to the broader goals of Vision 2030.

But legacy cannot be an after-thought. You can’t transform an athletes village into a modern medical facility after the event is over, unless this purpose had been previously designed for. The end should be in mind right from the beginning, not least because there will be special considerations for an end user of major sports events. By way of example, FIFA is a critical stakeholder for the World Cup, and its specific design requirements should be considered as early as possible to ensure that the stadia is ultimately fit for purpose.

Finally, once the international tourists return home, the focus of end-users for major sports arenas will be laser-focused on “sweating the asset”. Designing a stadia that is capable of myriad multi-purposes, including sports and entertainment, is key, and is certainly more economical than trying to retro-fit the finished product.

The Saudi market is not yet overheated, but certain resources are under significant pressure. This means a strategic approach to procurement and project management to ensure timely and successful delivery is needed. Procuring authorities must be open to selecting those procurement methods with the highest chance of getting the assets delivered on the due date.

The initial difficulty for major events projects is typically the development of a strategically sound programme to guarantee delivery on the due date, which is fixed and immovable. When building a stadium, it is crucial to balance the timing to avoid building too early or too late. While some of the assets for the FIFA World Cup in Saudi are already under construction, a separate challenge is ensuring that all related social infrastructure, including transport, hospitality, and retail assets, are on track to complete in a fully coordinated manner.

Effective stakeholder management is the single most important factor in the successful delivery of major event infrastructure. Stakeholder management includes coordinating with banks, financiers, contractors, owners, operators, and users. Smooth delivery of these projects depends on how well major stakeholders are arranging themselves, especially since stakeholders’ interests may diverge. Not every stakeholder has the same interest, and defining their roles and a dispute resolution process is critical to managing their interests. The mindset must change from ‘what is in it for me?’ to ‘what is in the best interests of the project?’ and ‘how can we have a constructive dialogue to achieve the end goal?’.

In Saudi Arabia, procurement laws provide for different methods of tender, with major projects often done on an unlimited tender basis due to the need for highly skilled entities. Joint ventures are common, with each member sharing in the capital risk, but the bargain between joint venture parties must be carefully articulated to avoid disappointment and disputes. Educating stakeholders about suitable design options, which are iconic yet practical, and ensuring a diverse supply chain are key to overcoming typical challenges on major events projects. Poor stakeholder management is a curse and will lead to catastrophic outcomes.

The commercial dimension of sports infrastructure is equally vital. Hosting global events requires significant investment, but it also presents unparalleled opportunities for public-private partnerships, sponsorship, and tourism. Well-designed infrastructure attracts international investors and brands, eager to associate with world-class facilities and the vibrant markets they serve.

Furthermore, the commercial success of these projects hinges on their ability to generate revenue streams beyond ticket sales. Mixed-use developments, retail spaces, hospitality, and entertainment offerings transform sports venues into year-round destinations, maximising their economic impact and ensuring financial sustainability.

For the Kingdom, infrastructure development is not just a logistical necessity; it is a strategic imperative. The successful delivery of global events will showcase the nation’s capacity for innovation, efficiency, and hospitality on the world stage. It will also leave a lasting legacy of improved urban environments, enhanced mobility, and increased social cohesion.

As the Kingdom prepares to deliver these events, the intersection of infrastructure and sport must remain at the forefront of planning and investment. By prioritising excellence in design, construction, and commercial strategy, the Kingdom can ensure that its global ambitions are matched by world-class foundations – setting a new standard for the region and inspiring future generations.